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Understanding the 11 Antidotes

Below is an excerpt from my upcoming book entitled ‘Overcoming 1st Timer Syndrome in Leadership’:

Overview on the 11 Antidotes

Below are 11 antidotes you need to make a smooth transition in your first leadership position. They facilitate your healing quickly from the syndrome. If you take enough doses of these antidotes, not only will they cure you now, but they will immunize you for your future first-timer leadership positions.

Antidote 1Know Your Place increases your awareness. It provides you areas where you need to improve your self-awareness, tells you what kinds of questions to ask, and where to find them so that you ‘know your place’ by profoundly knowing yourself, the organization, its people, and key stakeholders.

Antidote 2Own Your Place boosts your confidence level. It equips you to translate your knowledge from the first antidote into a positive attitude, emotions, and bold actions, which in turn increases your self-confidence to be in charge and ultimately to ‘own your place.’ 

Antidote 3Build Your Team multiplies your efforts exponentially. It enables you to understand how team dynamics work, the team-building model, and approaches that build and transform your team to function like a well-oiled machine.

Antidote 4Communicate with Stakeholders Effectively connects you with others. It assists you in recognizing what it takes to communicate effectively with your supervisor, team members, and other critical stakeholders by understanding their communication preferences, coming up with a communication strategy, and improving your communication competencies.

Antidote 5Deliver Quick Results immediately heightens your productivity. It empowers you to deliver results by setting goals, managing your time and energy, and quickly increasing your and your team’s productivity.

Antidote 6Make Timely Decisions encourages you in the face of problems and challenges. It prepares you to make tough and timely decisions, even when you don’t have enough time and data to rely on, by understanding the problem-solving model, sources of decision-making, and more.

Antidote 7Engage Your People elevates your influence to the next level. It teaches you how to inspire and engage your people from the get-go by recognizing how motivation works and creating a culture that engages, offers proper appreciation, and employs effective delegation.

Antidote 8- Strive for Excellence magnifies your performance. It educates you to realize the place of excellence, how to manage performance, create and sustain a culture that promotes giving and receiving feedback, and how to deal with poor performers.

Antidote 9- Articulate Your Leadership Philosophy makes you predictable. It introduces you to a critical leadership concept – Leadership Philosophy, and explains why it is essential, how to articulate your philosophy, and how to share it with your key people.

Antidote 10- Become Authentic and Credible enhances your trustworthiness. It shows you the place of authenticity and credibility in leadership, the importance of demonstrating immediate authenticity and credibility, exhibiting consistency, and eagerness to learn.

Antidote 11-Develop Yourself and Your People allows you to tap into your and your peoples’ potential. It discusses the significance of leadership growth, how to craft your and your team’s development plan, and discusses how to help vulnerable team members.

To read the Preface of the book, check this page:

Note: You don’t need to wait until the book is published. If you are a 1st timer team lead, supervisor, manager, or business owner, enroll for the online course which is already available. Here is the link to enroll: 

My upcoming book- Preface

My upcoming book: Overcoming 1st Timer Syndrome (Preface)

Why I wrote the book?

I know what fear can do to you

I wrote this book because I know what it feels like to be afraid. We all have fears of certain things, especially when exposed to them for the first time. As a kid, I remember being terrified of dark places and cemeteries. Today I don’t fear them at all. Why? I was afraid because I didn’t know enough, but knowledge tends to eliminate mystery.

Everything is scary at first. It is a syndrome we all are familiar with. Think about your first-time experiences of driving, dating, interviewing, and so on. You most probably still remember them vividly. As you increased your knowledge, improved your skills, and practiced, you overcame the first-timer syndrome in each area. You began relaxing, enjoying, and mastering these things with ease.

Likewise, to overcome first-timer syndrome as an emerging leader, you need to increase your leadership knowledge and improve your skills. For the scope of this book, regardless of your age, you’re an emerging leader if you are a first-timer team lead, project manager, supervisor, or business owner. This mini-book will help you increase your awareness. It allows you to recognize the symptoms of 1st timer syndrome and audit to see whether or not you have already been manifesting some of these symptoms. In this book, I will also share helpful insights to remove any lingering fears you might have from taking your first-time leadership position. I offer models, tools, strategies, and tactics to develop the most critical competencies that empower you to overcome first-timer syndrome…

To read the rest, click this link:

World-class Leaders (short video clip)

Interview with Helen

I was interviewed at Helen show, ebs. We talked about the power of positive culture, attitude, and habits.

In this video clip, I shared the 3 main discussion points of the interview with Helen:

Which lesson you liked the most and why?

If you understand Amharic and interested to watch the entire interview, you will find the link from the description part of the above clip.

Let me know if you have any feedback.

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Reach out if you may have any questions: Tel: 240-554-5282

Dealing with Misunderstanding around Empathy

One question that frequently surfaces whenever I facilitate Emotional Intelligence workshops for leaders is the struggle some leaders have to balance between showing empathy and fulfilling their leadership obligations by making some of their team members accountable. They lament saying that ‘I really empathize with my people. However, some of my team members are failing to meet their obligations even if I kept giving them multiple opportunities to catch up.’ And, they ask, how can I lead the team successfully to meet our goals while demonstrating empathy to those who are struggling to perform without demoralizing other team members who are performing?

There is no simple answer to this bugging question because each team differs. I cannot give them a magical formula that works everywhere and every time. Acknowledging the challenge, however, I always encourage leaders to make sure to keep the balance between taking care of their people and delivering results.

Leaders who take care of their people at the expense of results and vice versa find themselves struggling in the long term. Leaders are put in place for strong reasons. Though they must take care of their people, at the end of the day, they must deliver and meet organizational goals. To succeed in this sticky position, especially in times like this, leaders should develop the right mindset, competencies, and character that allow them to keep the balance: Take care of their people and also meet their goals at the same time.

Successful leaders have the right mindset about empathy. They strongly believe that they have to put themselves in the place of their people, especially in those who are struggling. They also develop some emotional competencies to understand theirs and the emotions of others by listening actively and then demonstrating compassion giving ample space and support to those who may be facing challenges to fulfill their obligations. These successful leaders with high empathy also have a solid character where they have principles and consistency to meet their obligation for both the organization and its people.

I insist that it is possible to demonstrate empathy without dereliction of duties. Recently, I shared the observation of the biographer of Abraham Lincoln. She acknowledged his exceptional empathy and asserted that this same quality allowed him, though underdog, to become President and remain one of the greatest. She noted that Abe empathized with his rivals and in the process understood them very well that he was able to prepare himself better to beat them 🙂 Regardless of his exceptional empathy, however, when it came to his duty, he didn’t shy away from declaring war to defend the union. I can imagine the pain he had gone through knowing the lives that were going to be impacted. You don’t need to be a President to keep the balance. You may not face Abe’s kind of decisions, however, wherever you may be right now, you can keep the balance between empathizing and making your people accountable. It is challenging but doable.

Right now, think about Jesus- the exceptionally compassionate leader of all time, who was willing to defend His followers and willing to die for them. Regardless of His extraordinary servant leadership style and selfless character, He never wavered from challenging and making His disciples accountable while still loving and caring for them. On many occasions, rather than joining the emotional states of His followers, He chose to lift them up to the emotional state where He was in. For instance, He could have given His disciples, who were scared to death of the storm, a pass but He didn’t. He knew that they had what it takes to rebuke and quiet a ‘storm’.

If you’re a leader, are you demonstrating empathy while fulfilling your obligations? Don’t fall into this trap: Empathy can be misused to derelict one’s leadership responsibilities. You should also know that people who don’t make themselves accountable can also abuse it.

I shared some approaches for my audience to try to make sure that they keep the balance. What are some strategies have you been putting in place that guide you to keep the balance? Let me know those approaches that worked for you.

If you’re a follower, have you earned empathy? Don’t demand it; earn it. If you’ve been working hard and performing when you could, you earned the empathy of your leader when you need a break.

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