Leadership
How I went from a high-performing individual contributor to a struggling manager—and what I wish I knew.
Thrown Into the Deep End: My First Taste of Leadership
I still remember the day I stepped into my first management role. It was at Colorado State University, right at the bustling information desk in the Lory Student Center. Before my junior year, I landed a high-profile campus position, helping answer countless questions in person and over the phone. We were the human version of Google before Al Gore invented the internet (IYKYK).
Going into my senior year, I interviewed for the manager role at that very same desk. To my surprise, I got it. As a business management major, I was confident—maybe a little too confident—that I knew how to lead a team. After all, I understood management principles from my classes. How hard could it be?
Boy, was I wrong.
The Harsh Reality: Leadership Is More Than Performance
I was promoted because I was a top performer, but I had no real experience managing people—especially peers I had just worked alongside. No one coached me on transitioning from being a teammate to the boss. I made mistakes—a lot of them. I treated people poorly, not out of malice but out of ignorance. I vividly remember butting heads with my assistant manager. She believed she could do the job better than I could. That tension escalated into backstabbing, undermining, and even a false accusation of sexual harassment. It was a painful and humbling experience. I had to fight for my job, reflect on my behavior, and make serious adjustments. Eventually, I was cleared, but the damage to relationships and trust lingered.
That season of trial by fire left a mark on me. I didn’t lead well. I didn’t manage well. And frankly, I had no support system to help me grow into the role.
The 10-Year Leadership Gap: Why Many Managers Struggle [1]
Here’s why I share this story. Most people who get promoted into management roles are top-performing individual contributors—just like I was. But being a high performer doesn’t automatically make you a great leader. A recent study revealed that the average age someone steps into their first people management role is 30. Guess when they typically receive formal leadership training? At 40. That’s a ten-year gap. Ten years to develop habits, behaviors, and mindsets—good or bad—with little guidance.
No wonder the transition from individual contributor to people manager is so difficult.
Four Ways to Prepare for Leadership Before You Get the Title
But it doesn’t have to be. Whether you’re eyeing a leadership role or have just stepped into one, here are four things you can start doing now to prepare for successful people leadership:
1. Develop Self-Awareness and Emotional Intelligence (EQ)
The higher you rise in an organization, the more emotional intelligence matters. You can be the smartest person in the room, but if you can’t understand and manage your emotions—or empathize with others—you’ll hit a ceiling. EQ is about self-awareness, self-regulation, motivation, empathy, and social skills.
Start by reflecting on your strengths and weaknesses. How do you handle stress? How do you respond to feedback? Emotional intelligence isn’t innate; it’s a skill you can build. Practice mindfulness, seek feedback, and observe how you react under pressure. This foundation will set you apart as a leader.
2. Master Communication Skills
Leadership lives and dies by communication. It’s more than just giving clear instructions—it’s about listening, showing empathy, and encouraging others. Learn to ask thoughtful questions and genuinely listen to the answers. Recognize the power of nonverbal communication and how tone and body language can impact your message.
Encouragement is another critical component. People want to feel valued and heard. Small moments of recognition can go a long way in building trust and morale. The best leaders make their people feel seen and understood.
3. Learn to Influence Without Authority
One of the best ways to prepare for leadership is to practice leading projects involving people who don’t report to you. Whether it’s a volunteer team, a cross-functional project, or a community initiative, learning to motivate and inspire others without the crutch of authority is invaluable.
When you can’t rely on titles or paychecks, you’re forced to build trust, communicate vision, and inspire action. That’s real leadership—getting people to follow you because they want to, not because they have to.
4. Find Mentors and Learn from Them
Show me your mentors, and I’ll show you your future. No one becomes a great leader alone. Seek mentors who can guide and challenge you and offer insights from their own experiences. Shadow leaders you admire. Ask them about their mistakes, lessons learned, and how they navigated tough situations.
Mentorship provides a mirror and a map—reflecting your blind spots while helping you chart a path forward. It accelerates learning and expands your perspective in ways self-study can’t.
Leadership Is a Journey Worth Taking
The transition from individual contributor to people manager is one of the most challenging shifts in a career. But with intentional preparation—developing emotional intelligence, honing communication, learning to influence, and finding mentors—you can successfully navigate that transition.
I wish I had known these lessons back at that CSU information desk. But my failures then shaped the leader I am today. And if my story can help you avoid the same missteps, it’s worth sharing.
So, are you ready to lead?
Start now. Because leadership isn’t about a title—it’s about influence, growth, and your impact on others. And trust me, it’s a journey worth taking.
Ready to become the kind of leader others want to follow? Explore more leadership insights and resources at PrestonPoore.com and start growing into the leader you were meant to be.
[1] https://welearnls.com/age-of-leaders-in-the-workplace/, https://www.hrmanagementapp.com/leadership-development-if-not-now-when
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The Sign That Started It All
Employees must wash their hands before returning to work.
It’s a sign we’ve all seen, perhaps even overlooked, in countless restrooms. But it became a quirky chapter in my early career, offering profound lessons about trust, integrity, and leadership.
Starting Out in the Broom Closet
I began my corporate journey in Hershey’s Sales Development group, a dynamic environment where top-performing, high-potential professionals honed their skills before taking on leadership roles in the field. It was an honor to be part of this group, and the camaraderie often felt like being in a fraternity—complete with a bit of good-natured hazing for the newbies. As the new kid on the block, I was assigned to the worst office on the floor—a literal broom closet next to the men’s restroom. My “office” was so small it barely fit a desk, a chair, and a mop bucket.
Observing Human Behavior
Being stationed next to the restroom had its quirks. I couldn’t help but notice my colleagues’ comings and goings. Whether I liked it or not, I became acutely aware of their handwashing habits. To my surprise, not everyone washed their hands.
One day, the VP of Sales, Justin, stopped by to check on me and, true to the group’s style, engage in a little lighthearted hazing. During our conversation, I mentioned my unintended observation about hygiene habits. Justin, ever the germophobe, found this both hilarious and horrifying. He proposed a tongue-in-cheek task: keep a list of who washed their hands and who didn’t. It became a running joke. Whenever Justin visited, I’d share my “findings,” and he’d react with mock disgust.
From Humor to Influence
But here’s the kicker: Justin’s awareness of this informal “data” began influencing his interactions. If he knew someone didn’t wash their hands, he’d opt for a fist bump or raise his hand in greeting. This was long before fist bumps became mainstream. And every time he avoided a handshake, he’d glance my way with a knowing wink. It was a strange, slightly awkward dynamic, but it was also oddly revealing.
Lessons in Trust and Integrity
Eventually, as my career progressed, I moved out of the broom closet and into a proper office. But the lessons from that peculiar episode stayed with me. On the surface, it’s a funny story about hygiene quirks and office humor. Beneath that, it’s a powerful reminder of how trust and integrity manifest in the workplace. Whether adhering to hygiene standards or respecting the confidentiality of a good-natured joke, these small actions contribute to the foundation of a trustworthy and respectful environment.
Retelling the Story
Interestingly, when I first shared this story publicly, I was criticized. Some said the story might tarnish my brand—that people wouldn’t trust me because I’d kept track of who washed their hands and who didn’t. They advised me not to share it, suggesting it was unprofessional and could be perceived as judgmental. Honestly, their reaction made me mad. It felt like censorship, an attempt to stifle an authentic moment from my career that carried valuable lessons. I’ve reflected on their concerns, but here I am, retelling the story—because it’s funny, real, and makes a point.
Leadership Lessons
So, what leadership lessons can we draw from this? Here are three memorable principles:
- Little Actions Reflect Big Values. Something as simple as washing your hands can speak volumes about personal integrity. Leaders and colleagues notice these small behaviors, which can either build or erode trust over time.
- Trust is Built in the Margins. Unspoken moments—a wink, a fist bump, or keeping a lighthearted promise—often cement relationships. Leaders who cultivate trust in these small ways create stronger, more cohesive teams.
- Integrity is Contagious. Just as poor hygiene can spread germs, a lack of integrity can infect an organization. Conversely, modeling integrity in small ways inspires others to rise to the same standard.
A Quirky Beginning with Timeless Lessons
Looking back, my broom closet office wasn’t just a humble starting point; it was a front-row seat to observing human behavior, a quirky social experiment, and a foundation for learning timeless leadership principles. To this day, every time I see that familiar sign in a restroom, I’m reminded that leadership often starts with how we show up in the slightest, most overlooked moments—even something as simple as washing our hands.
For more leadership insights and stories, visit prestonpoore.com.
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A Pizza Place Revelation
It was sweltering in Rome, the kind of heat that makes you desperate for shade. Carla and I found a little pizza joint near the Vatican, hoping to cool off with a drink. The waitress greeted us with a commanding presence—no nonsense. She wouldn’t let us sit inside because we weren’t ordering food. Fair enough. Instead, she set us up outside, eventually moving us to a shadier spot.
We had a round of drinks and left a modest tip—just 4 euros. What happened next caught me off guard. Her reaction was more than gratitude; it was as if we’d given her the world. It struck me. If this small act of generosity meant so much, what could we do with a little more intention?
We stayed longer and ordered another round. This time, we tipped her an extra 10 euros, plus ten more in cash. Carla praised her for her hustle, and I looked her in the eye and said, “You are valuable. Believe in yourself.” Her response? “God bless you,” she said, locking eyes with gratitude. Before we knew it, she was bringing us limoncello—on the house—telling us to relax and enjoy ourselves.
In that moment, it wasn’t about the money. It was about connection, encouragement, and meeting someone where they were. A small act reminded us of the profound impact belief can have for both the giver and the receiver.
The Belief Pyramid
This experience ties directly into what I’ve come to call the Belief Pyramid. At its core, it’s about what separates people who get by from those who thrive. What fuels growth? Belief—not just in ourselves but in something bigger, in others, and the ripple effects of our actions.
Here’s how the pyramid stacks up:
- Belief in God. The foundation. A belief in God or a higher power provides grounding. It’s about knowing who you are and why you’re here, beyond a to-do list or life goals. It’s a source of hope and resilience that steadies us in hard times. Studies even back it up—belief in something bigger strengthens our mental and emotional well-being. It’s the anchor that helps us stand firm.
- Belief in Oneself. You’ve heard it before, but it bears repeating: Self-belief is the starting line of success. Psychologists call it self-efficacy—belief in your ability to get things done. With it, you set higher goals, stay motivated, and bounce back from setbacks. This isn’t about arrogance; it’s quiet confidence. When you believe you can, you’ve already done half the work.
- Someone Who Believes in You. Think back to a time when someone believed in you. It might have been a coach, a mentor, or a friend. For me, it was my coach, Rick. He didn’t just teach me—he believed in me. That belief gave me the courage to take risks and push beyond my limits. It’s transformative. Having someone who believes in you can change everything.
- Believe in Someone Else. Flip the script. Who can you believe in? Backing someone isn’t just about building their confidence—it’s about creating momentum. Leaders who believe in their teams build trust, morale, and productivity. But it’s not just about leadership roles. Belief in others is an essential human connection. It’s how we lift each other up.
- Believe in a Greater Good. At the pyramid’s peak is believing in something bigger than yourself—a cause, mission, and legacy. This isn’t about grand gestures; it’s about knowing that your work, actions, and life contribute to something meaningful. Believing in a greater good adds depth to our purpose and drives us to create lasting change.
Closing Thoughts
Carla and I didn’t just share a meal at the pizza place that day. We shared a moment of belief. It reminded us of the power of meeting someone where they are, showing them their value, and offering a small kindness that can leave a lasting impact.
This is what outstanding leadership is all about. It’s not just about what we do but how we do it. It’s about bringing belief into every interaction—elevating others, encouraging them, and building connections that matter. So, here’s my challenge: Who can you believe in today? How can you elevate someone’s belief—or your own? You never know… that one small act might be the spark that shifts someone from surviving to soaring.
To learn more about leadership, belief, and elevating others, visit my website at www.prestonpoore.com.
Cheers,
Preston
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Saints vs. Falcons. A rivalry that doesn’t need stakes to be heated. On this particular day, though, the stakes were low. Playoff hopes? Practically non-existent. Yet, with seconds left on the clock, the Saints were dominating, up by 24 points.
The ball rested on the one-yard line. The customary move—the honorable move—was clear: line up in the “victory formation,” take a knee, and let the clock run out. No rubbing it in. Just ending the game with dignity.
But Jameis Winston had a different idea.
His teammate, a running back who hadn’t scored all season, was just one yard away from breaking that streak. Winston saw an opportunity to make it happen. In the huddle, he proposed the change. No objections. The silence was taken as agreement.
The ball was snapped. Instead of kneeling, Winston handed it off, and the running back scored. A win for his teammate? Sure. But for the team, the play left a sour aftertaste.
The Falcons were blindsided, their coaches fuming. The Saints’ own sideline was outraged by the brazen insubordination. The touchdown didn’t matter in the grand scheme of the game—or even the season—but how it happened did.
And that’s the lesson.
How > What: A Leadership Philosophy
In life and leadership, it’s easy to get caught up in outcomes—the what. Did we meet the goal? Deliver the result? Check the box?
But results alone don’t define success. It’s the how—the process, the character, the integrity behind the result—that reveals true leadership.
Winston’s decision wasn’t about the score. It wasn’t even about winning. It was about how he led in a moment when honor should’ve trumped ambition. His what—helping a teammate score—was commendable. But the how—going rogue, disregarding team values, and blindsiding the opponent—was a failure of leadership.
Leadership Lessons from the Play That Didn’t Matter
- The Process Is the Point
How you achieve your goals will always matter more than the goals themselves. Shortcuts or selfish decisions erode trust, no matter how noble your intentions. - Honor Matters, Even When the Stakes Don’t
True leadership isn’t situational. It’s consistent. Whether it’s a high-stakes moment or a meaningless one-yard line, honor should guide your choices. - Silence Isn’t Always Agreement
In leadership, letting something slide is the same as endorsing it. Speak up in the huddle. Hold yourself and others accountable to shared values.
Reflection Question
Think about a time when the stakes were low, but your actions still impacted others. Did your how align with your values?
Call to Action
Whether the moment seems critical or insignificant, lead with honor. Focus on the how—your integrity, your respect for others, your process. Because at the end of the day, people won’t just remember the results. They’ll remember how you got there.
Every moment is a leadership moment. What will yours say about you?
Ready to lead with integrity and impact?
If this article resonated with you and you’re ready to take your leadership to the next level, I’d love to connect. Visit prestonpoore.com to explore workshops, coaching opportunities, and resources designed to help you lead with purpose, poise, and presence.
Let’s transform your how together.
— Preston
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Chick-fil-A Corporate Service Center, Monday, January 22, 2024
Did you know the Chick-fil-A Corporate Service Center gathers every Monday morning for a devotion? It’s a wonderful way to start the week through worship and an encouraging message.
I was honored and humbled to share some thoughts on the callings in our lives, general and personal, how to determine your calling, and how callings shape us. I’m sharing my talk with you in hopes that you are encouraged to hear your calling and respond to it as well… Enjoy!
Introduction: A Morning of Devotion at Chick-fil-A
Thank you, Chris. I’m humbled and honored to share with you for a few minutes this morning. I appreciate Emi and the Chick-fil-A devotion team for the invitation. And as a Coca-Cola Company alumnus, I treasure our partnership. Thanks for all that you do.
Today’s devotion is entitled “Roars to Whispers: The Calls That Shape Us.” I’ll share a few anecdotes, stories, scriptures, and ways to determine your calling. My hope is that you’ll take away one thing that you’ll apply.
The Evolution of Communication: From Telephones to Texts
How many of you remember?… A telephone on the wall, the Yellow Pages, operators, or answering machines. Even the fact that I said “telephone” shows my age. Now, we know it as a “phone.”
There are over 8 billion smartphones and only 7 billion people on the planet. It’s like some people have a phone for each hand – because why text with one thumb when you can use two?
Closer to home, did you know that Atlanta has the highest call volume per capita? Now, I understand what we’re doing during our lengthy commutes.
Texting has become our primary mobile communication method. An astonishing 19 billion texts are sent daily. And hopefully, you’re not texting while driving, especially if you have two phones.
Of all the interesting statistics that jumped out at me preparing for today’s devotion, mobile phones have 18 times more bacteria than a toilet handle. Who studies this stuff? I don’t know. But it’ll make you think twice when someone asks you to take their picture.
The Personal Touch in a Digital Age
We make or receive all kinds of calls. Think about it. Conference calls, telemarketing calls, survey calls, robocalls, prank calls – I remember being at sleepovers when I was a kid– we’d randomly call people in the middle of the night: “This is Johnny’s Repair. Is your refrigerator running? Yes. Better go out and catch it.” We’d immediately hang up and giggle for hours.
Side note: A boy named Anderson, 11 years old and son of a Chick-fil-A associate, approached me after the talk. He said, “You missed something today. Do you want to know what it was?” “Sure,” I replied with a smile, appreciating his boldness. He said, “butt dial! You forgot butt dial!” He was right. We all have probably made or received the accidental butt dial during our lives. I laughed, loved his courage, thanked him, and affirmed his confidence—one of my favorite post-talk interactions.
Many of our calls are personal and involve good news (like a promotion, a wedding engagement, or the birth of a child), sad news (like someone’s passing, illness, or tragedy), or surprising (a friend or mentor from our past – out of the blue).
I call or FaceTime my mom and dad every Sunday evening just to see them and hear their voice – a tradition we’ve held for almost 35 years.
When we FaceTime with my father-in-law, we enjoy looking at his ears. He still hasn’t figured out the video call thing.
If you’re like me, I spent hours on the phone talking to my wife, Carla, when we were dating. Now, it’s a brief call: ‘I’m headed to the grocery store. Need anything?” If you know, you know. It’s funny how things change.
Spiritual Connections: The Call of the Divine
Whether it’s a phone call, text, or FaceTime, all calls require a caller and a callee.
That takes me back to the word’ telephone.’ Did you know the Greek meaning for telephone is “distant voice?” The first distant voice heard over a telephone was, “Mr. Watson, come here. I want to see you.” Were Alexander Graham Bell’s words to his assistant the first voice-to-voice call? Maybe.
But through a different ‘technology,’ one of the first telephone calls, think distant voice, was from a burning bush. Talk about a holy hotline.
Exodus reads: 2 And the angel of the Lord appeared to him in a flame of fire out of the midst of a bush. He looked, and behold, the bush was burning, yet it was not consumed. 3 And Moses said, “I will turn aside to see this great sight, why the bush is not burned.” 4 When the Lord saw that he turned aside to see, God called to him out of the bush, “Moses, Moses!” And he said, “Here I am.”[1]
You know the rest of the story. Moses questioned God at first but then accepted his call and faithfully led the Jewish people to the promised land. It all started with that fateful burning bush call.
By the way, the above picture depicts what it might have looked like with Moses taking a selfie after crossing the Red Sea.
Discovering Your Call: A Six-Pack of Considerations
Before I go on, let’s pause here. Here’s a 6-pack of ways to prayerfully consider your calling:
Before I go on, let’s pause here. Here’s a 6-pack of ways to prayerfully consider your calling:
- Listen to and for God. He speaks to us through his word, prayer, other people, and circumstances.
- Pursue being before doing, form before function – think Moses in the desert for 40 years, getting to know God and learning his ways, becoming humble. Matthew 6:33 says, “Seek first the kingdom of God and his righteousness, and all these things will be added to you.”
- Think about opportunities you see around you…
- What is good that I can celebrate and protect?
- What is missing that I can contribute?
- What is evil that I can oppose or resist?
- What is broken that I can restore?
- Take Inventory of how God made you. Consider your values, talents, strengths, and competencies. How can you leverage your God-given gifts to act on the opportunity?
- Desire. Are you passionate about the opportunity?
- Lastly, define your sphere of influence. Sociologists tell us that even the most introverted person will influence 10,000 people during their lifetime. Your sphere probably includes work, community, school, or church.
I’m reminded of a quote from Philosopher Alastair McIntyre I learned in the Colson Fellows Program. He said, “I can only answer the question ‘What am I to do?’ if I can answer the prior question of ‘What story or stories do I find myself a part of?”
Influence and Purpose: The Chick-fil-A Way
Speaking of influence, I’m reminded of Chick-fil-A’s commitment to positively influencing all who come in contact with you. Whether through your work, community involvement, or interactions with each other and your customers, you’re not just fulfilling a role; you’re living out a purpose and calling entrusted to you.
Questions for you: Who are the 10,000 people you’ll influence? What stories do you find yourself a part of? How will you represent Chick-fil-A?
Discerning Your Path: Personal Reflections on Career and Calling
But that’s not all.
What happens when you hear a call but can’t confirm it’s the right thing, the right timing, the right opportunity?
That’s where I found myself in 2010. I was in the midst of another Coca-Cola organizational change. By the way, I survived 11 reorganizations during my 20+ year tenure. This reorg found me without a position in Knoxville, where we’d lived for eight years, and required us to relocate to Atlanta. We were blessed with a wonderful church family where I served as an elder and was passionate about making disciples. Our family didn’t want to leave East Tennessee. My Pastor at the time, knowing of our predicament, invited me to lunch a couple of weeks before relocating. He shared his vision for the church, drew out an organization chart (see above), showed me the role he had in mind, and said with almost a roar, “this might be your burning bush moment!”
His offer humbled me. I went home and told Carla about the opportunity. We prayed, played out all of the scenarios, and prayed again. The decision process was heart-wrenching. We wanted to stay in Knoxville, but something wasn’t right. Was it the right opportunity? Maybe. Was it a stretch role that leveraged my gifts and skills? Yes. But – I never felt a burning passion in my heart and wasn’t inspired to make a radical career change.
So, I turned down the opportunity. I chose to stay in the marketplace and not enter the ministry. Honestly, I’ve often wondered what would have happened if I had taken the role.
Life is messy, but I believe God engineers all circumstances.
Since then, God’s done immeasurably more than I can imagine by helping me become a minister of reconciliation in the workplace, an ambassador for him, and even writing a book, Discipled Leader, about how to live out your faith in the workplace – A message I never would’ve written had I not decided to stay at Coke.
How about you? Have you heard a call and aren’t sure what to do? I encourage you to hang in there and be obedient. Like you, I’m still trying to figure it out.
A Call to Trust: Lessons from the Garden of Gethsemane
Fast forward to last spring. Carla and I, along with some friends who are here today, were on a Passion City Church Holy Land Tour. I’m sitting in the Garden of Gethsemane. Maybe you’ve heard of it. It’s this little garden where Jesus submitted his life and will to God before he went to the Cross. It’s a weighty place, to say the least.
I’d recently taken early retirement, and after being untethered from Coke, I was floating – the structure, the accolades, and the sense of importance that came from my corporate life all vanished. I was grappling with a loss of identity, a crisis of purpose.
“Lord, where are you in all of this,” I implored.
But I found a semblance of solace in the garden where Jesus grappled with his destiny.
He whispered, “follow me.” – two words I’ll never forget hearing.
It was a directive that required no roadmap, no strategic plan, and no business acumen. It was a call to surrender, to trust, to let go of the ‘what’ and ‘why’ and to embrace the ‘who.’
Os Guinness speaks of calling as a summons by God that infuses our very existence with meaning. It’s not about starting with ‘why’ but ‘who.’ And in that moment, I realized that my identity wasn’t tied to my past achievements or future endeavors—it was anchored in Jesus. It was about being His, first and foremost.
The world tells us to find our purpose through self-exploration and experiences, but I’ve come to understand that it’s not about crafting our narrative—it’s about stepping into the one already written for us. It’s about responding to the call of Jesus, the most revolutionary invitation ever extended.
Have you heard his call, “Follow Me?” If you’ve heard it and haven’t responded, what’s holding you back? Answering his call will be the greatest decision you’ve ever made.
Responding to the Greatest Call
In closing, I leave you with this…
Acts 17:26 says, “And he made from one man every nation of mankind to live on all the face of the earth, having determined allotted periods and the boundaries of their dwelling place.”
This speaks to our time, our place – ordained by God.
John F. Kennedy, Jr. once asked, “If not you, who? If not now, when?”
You are the ‘who,’ now is the ‘when.’
All God asks is that we are available and faithful. If we answer his call, he will do the work.
Conclusion: Answering the Call
Let’s pray – Lord, whether it’s a roar or a whisper, help us listen to you and for you. Shape us and move in our hearts and minds to show us where you are working and help us join you. May we seek you first and foremost, knowing that everything else will fall into place if we trust and obey you. In Jesus’ name, Amen.
I’d love to hear from you and know your key takeaway.
Thank you.
Thanks for reading. If you’d like to learn more about leadership and how I can work with you, please visit my website, prestonpoore.com, to learn more.
Cheers,
Pres
[1] The Holy Bible: English Standard Version (Ex 3:2–4). (2016). Crossway Bibles.
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Football is more than just scoring touchdowns; it’s a lesson in strategy, teamwork, and resilience. In “Remember the Titans,” we dive deep into such lessons. Set against the backdrop of the 1971 racial integration, the movie unfolds in Alexandria, Virginia, portraying the challenges faced by the newly integrated T.C. Williams High School football team. Coach Herman Boone, entrusted with molding a diverse group of players into a single unit, transforms a team and impacts an entire community.
As the Titans navigate the challenges of racial tension and newfound teamwork, we witness a masterclass in change management, echoing four core steps that resonate in both football and the boardroom: Building the Case for change, Driving Commitment to the cause, Developing the action plan, and Executing the strategy while continuously Learning.
Build the Case
Every impactful journey begins with understanding where you stand. When Coach Boone steps into his role, he’s immediately met with a stark reality: a team divided. Much like in businesses, this highlighted the urgency of a change initiative. The articulation of ‘what’ and ‘why’ becomes paramount. Why do two distinct groups need to meld? What consequences loom if unity isn’t achieved? Boone’s approach parallels the essential first step in any change management strategy: building a compelling case that underscores the need for change and paints a vivid picture of a harmonious, successful future.
Drive Commitment
The heart of change lies in commitment, both from those leading it and those experiencing it.
- Align Key Stakeholders: The relationship between Coach Boone and Coach Yoast offers a textbook example. Both, initially with different perspectives, realize that their unified front is vital for the team’s success. In organizational change, this is the essence of aligning key stakeholders. Ensuring that influential figures are on board, understanding their motivations, and addressing their concerns can set the stage for smoother transitions.
- Connect with the Affected: Perhaps the most resonant scenes in “Remember the Titans” are when teammates, once at odds, begin to understand each other. Boone’s strategies, from pairing players of different races to the intense training camp, are about building connections. In business, connecting with those affected by change is equally vital. Communication must be transparent, emphasizing the reasons behind the change, addressing concerns, and spotlighting the benefits. Ensuring everyone feels a part of the process can significantly bolster commitment levels.
Develop the Plan
With commitment secured, the next step is charting the course. The rigorous training sessions, the playbook discussions, the strategy huddles – all depict the Titans preparing for their challenges. Similarly, change management requires a robust plan that details the steps to transition from the current to the desired state. Defining roles, setting milestones, and ensuring resources are available are integral. This phase is where vision translates into actionable steps.
Execute and Learn
Execution is where the rubber meets the road. Every game the Titans played was a testament to their training, unity, and adaptability. Similarly, its real-world implications become clear once a change plan rolls out. Monitoring its progress, celebrating the small victories, learning from setbacks, and making necessary adjustments are crucial. Feedback loops, reviews, and open communication channels can ensure the plan stays on track and evolves as needed.
“Remember the Titans” isn’t merely a film; it’s a beacon for those navigating the waters of change. Its lessons offer a roadmap for any leader and are intertwined with methodical change management steps. Change, while challenging, can lead to unprecedented victories, both on the football field and in the boardroom. Embrace it, lead it, and watch transformational success unfold.
Want to discover more about game-changing leadership? Visit my website, www.prestonpoore.com, today!
Cheers,
Preston
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What’s the secret formula that turns a group of people into a cohesive team? The answer lies in one powerful word: Belonging. It’s the magic ingredient that wraps you in comfort, filling you with confidence and a sense of connection. It’s more than a warm, fuzzy feeling—it’s the rocket fuel that drives employee engagement, job satisfaction, productivity, and success.
Picture this: When I first joined The Hershey Company’s Sales Development team, I knew I was stepping into the big leagues—a dozen top performers and me, the new guy. I was warned to be humble and not “shine too brightly.” And whatever I did, I needed to keep an eye on a fellow named Chad.
Now, Chad was your classic overachiever, with just enough arrogance to make sure everyone knew it. He took an immediate dislike to me, bragging about his plans to become president of the company, and ominously warning that he’d “be watching me.” Not exactly a warm welcome.
But it was during a town hall meeting in the grand Hershey Theater that Chad’s one-upmanship took a bizarre twist. As I filed into my seat, who jumped ahead and parked himself next to me? You guessed it, Chad.
He glanced at my outfit and frowned, telling me, “You really should think more about how you dress. You’re wearing a blue dress shirt, and the rest of our team is wearing white.” I looked down the row and, sure enough, everyone was in white. I was the odd man out, feeling like I’d worn a party hat to a board meeting.
Embarrassment gnawed at me throughout the meeting, all thanks to a simple blue shirt. Chad’s smirk and warning felt like an overblown reaction, but I couldn’t shake the feeling that I’d made a “career-limiting move.”
Later, I shared the incident with my team lead, John, who burst out laughing and reassured me, “Chad’s just trying to intimidate you. Don’t worry about it.”
The next day, I walked into a meeting to find a sea of blue shirts staring back at me. Chad was the only one in white. I couldn’t help but smile, and my teammates returned the gesture.
After the meeting, John explained, “We wanted to send a message. We’re a team, and we stick together. We also want you to know that you belong here.”
That day, a blue shirt became more than just a fashion faux pas; it was a symbol of acceptance and teamwork. I realized that strong leaders instill a sense of belonging and help others feel secure and valued.
Here are 7 unconventional principles that will build a sense of belonging and transform your team:
- The Importance of Team Unity and Support. A collective approach can create a sense of belonging, emphasizing the value of unity within a team. This was epitomized by my teammates’ decision to wear blue shirts in solidarity. How can you foster unity and support in your own team? By celebrating the uniqueness of each member, and by acknowledging and supporting their individuality, you reinforce the idea that everyone has a place and a role.
- The Impact of Intimidation Tactics. Even seemingly insignificant actions or words can have a profound effect on others, like Chad’s comment about my blue shirt. It underscores the need to approach interactions with empathy and awareness. How will you ensure that your communication is supportive rather than intimidating?
- Leadership’s Role in Fostering Inclusivity. Leaders play a vital role in shaping an inclusive culture, showing empathy and encouragement, as John did for me. What steps can you take to build an inclusive culture? Recognize and address instances of exclusion, even if they seem trivial, and actively foster an environment of support.
- Personal Confidence and Self-Expression. Being true to oneself is essential. My blue shirt, although a departure from the norm, became a symbol of acceptance. How will you nurture personal confidence in your team? Encourage self-expression and applaud those who dare to be different.
- The Symbolism of Small Gestures. Small symbols can carry profound meanings, like the sea of blue shirts that welcomed me. What symbols or gestures could strengthen your team’s bond? Create shared symbols that reflect your team’s values and connection.
- Effective Communication and Open Dialogue. Open and honest communication fosters understanding, as seen when John reassured me. How can you promote open dialogue within your team? Encourage open communication, and make sure all team members know that their feelings and perceptions are valued.
- Collective Stand Against Negative Behavior. A collective, values-driven stand can counteract negativity. My team’s response to Chad’s intimidation set standards for acceptable behavior. How will you collectively set standards that promote positivity? Define and reinforce values and take a stand when those values are challenged.
These seven principles, learned from a simple blue shirt, offer a blueprint for building a workplace where belonging is at the core. They teach us that everyone has a role to play, that each voice matters, and that true belonging is not about blending in but standing out.
Are you ready to find your “blue shirt”? Embrace these lessons, weave them into your leadership, and watch as belonging transforms your team from ordinary to extraordinary. Now’s the time to make everyone feel at home in your workplace. It’s not just about the shirts; it’s about the hearts that wear them.
Want to learn more about leveling up your leadership skills? Visit my website, prestonpoore.com, today!
Cheers,
Preston
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We all know that being diplomatic is essential for emerging leaders, but how do you go about it? With the example of my dinner conversation in Moscow, I’ll share nine principles I learned about diplomacy that will help you navigate conversations and conflicts with grace and understanding.
In 2019, I was invited to Moscow to facilitate a Partnering for Growth (PFG) workshop between The Coca-Cola Company and one of its bottlers, Coca-Cola Hellenic Bottling Company. The two-day workshop aimed to help assimilate the teams and their new leaders into a strategic business partnership. They explored shared values, understood each other’s operating models (e.g., financial metrics and key business drivers.), clarified roles and responsibilities, and drafted common capability plans.
After the first day, I joined the two leadership teams for dinner. We ordered our first round of beverages, and then it got quiet. I asked the team what was on their mind, and they wanted to know if I was open to answering some questions about America’s political landscape. I didn’t want to offend them, so I said, “Why not?”
They asked me who I voted for in the 2016 presidential election and why. I tactfully revealed my vote and explained my rationale. Then, I wondered if they were open to some questions. In their Russian accents, they good-naturedly said, “Why not?”
I asked the group what they thought of Ronald Reagan. They thought “he was a tired old man who loved his wife.” I was stunned. I asked about Mikhail Gorbachev. They passionately told me that he sold Russia out and compromised too much. From their perspective, Russia was left in shambles after the USSR fell. They shared that Boris Yeltsin was a drunk, and they were ashamed of him. Lastly, the group shared that they loved Vladimir Putin because of the country’s status and prosperity.
Later in the evening, I offered a toast to the group, thanking them for participating in the workshop and inspiring them to do great things together. I heard a comment from an American expat who’d been working in Russia for a while, but I chose not to take it personally. Instead, I smiled, said thank you, took a sip, and sat back down.
Some workshop participants pulled me aside the following day and apologized for the political conversation. I told them that I wasn’t offended. I wanted to show that I was open to dialogue and valued their perspectives. I explained that I think it’s vital that people talk, connect, and understand each other’s points of view. We don’t do it enough in America; we are so polarized, and nothing gets done. A lot of resentment, and anger, what I call a “Civil Cold War.”
I’ll never forget my dinner conversation. I was in a foreign land, representing not only my company but also my country, and I needed to be a diplomat. Here are the nine principles I learned about diplomacy:
- Actively Listen. An important part of being diplomatic is actively listening to the other person or people. This means paying attention to what is being said and allowing the speaker to finish without judgment.
- Be Curious. Diplomacy requires an open and curious mind. Ask questions and look for understanding. Ask follow-up questions to understand the other person’s perspectives better.
- Don’t Take Offense. Diplomacy requires a thick skin, so it’s crucial not to take anything personally. Even if you disagree with the other person, remain level-headed and maintain a diplomatic attitude.
- Be Empathetic. Empathy is an integral part of diplomacy. Show understanding and compassion in your words and actions. Take the time to understand the other person’s perspective and feelings.
- Think Before You Speak. Diplomacy requires careful consideration of your words. Before speaking, take a moment to think about the situation and ask yourself what the best course of action or words are at the moment.
- Be Open to New Ideas. Diplomacy is about finding common ground and understanding different perspectives. To do this, being open to new ideas and thinking critically about your opinions is important.
- Show Respect for Culture and Customs. Be mindful of the culture and customs of the people you’re engaging with. Showing respect for these differences is a key part of being diplomatic.
- Respond with Grace. When disagreements arise, responding with grace and understanding is essential. Try to remain calm and be mindful of the other person’s feelings.
- Build Trust. Diplomacy involves building trust between two or more parties. Be honest and consistent in your words and actions to encourage the other party to trust you.
Being diplomatic is a skill that takes practice and patience. It’s important to be open to dialogue and understanding different perspectives. It takes courage to be diplomatic and engage in conversations that could be uncomfortable. When done correctly, it can lead to greater understanding, collaboration, and problem-solving. Take the time to reflect on your diplomatic skills and consider how they can be improved. Why not start by conversing with someone with a different opinion than you?
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Have you ever noticed that sticky notes easily fall off a flip chart? One possible reason for this is that the adhesive is not applied correctly. During a design thinking session, I learned a hack that could be useful – if you rotate the sticky note 90° and place it on the surface with the adhesive strip in a vertical position, it should hold its position much longer. Don’t believe me? Give it a try and see the results for yourself!
What’s a sticky note got to do with employee engagement? Although many organizations mean well by emphasizing employee engagement, the improvement plans and initiatives don’t stick long-term due to leadership or organizational changes; organizational flux may negate workplace improvements, or new leaders may deprioritize engagement.
But what if you turn the sticky note 90° and approach employee engagement differently? Based on my experience leading multiple engagement teams or initiatives, I’ve observed four employee engagement phases and two ways to make it stick.
How?
Let’s begin with my working definition of employee engagement – the level of discretionary effort one is willing to put forth based on the relationship with their manager and the work environment.
Employee engagement directly affects business performance, and its influence on productivity, retention, customer loyalty, net income, and shareholder return is well-documented. Bottom line: The higher the level of employee engagement, the more successful the business will be; conversely, a low level of engagement will lead to unfavorable results.
Gallup’s findings this year are shocking: employee engagement has dropped to a record low of only 32%, meaning that almost 70% of employees are not engaged with their work.[i] This is an especially concerning figure when considering that 18% of employees are actively disengaged, meaning they are actively unhappy and potentially undermining their colleagues. This is an unsustainable situation for any organization.
If an employee engagement emphasis is the Holy Grail and is proven to drive positive results, why does it seem so elusive? And why do only 25% of companies have an engagement plan?[ii]
Maybe it’s due to leadership’s revolving door or the ever-evolving corporate restructuring. A wise man once told me that a new CEO or president’s only growth throttle was to undergo a merger/acquisition or reorganize the company.
I experienced the impact of new leadership and relentless restructuring firsthand. In my former company, I faced a constant sense of being up for re-election during my 20-year career. It felt like being a member of Congress, where I had to campaign for re-election every two years. Despite the challenging circumstances, I was able to survive 11 election cycles.
Based on where I was in the election cycle, my engagement level ebbed and flowed. I experienced what it meant to be highly engaged – to trust my managers and peers, to feel valued and that I made a valuable contribution, and to flourish in a positive work environment. I’ve had leaders that believed in me and involved me in meaningful work. On the other hand, I’ve suffered dreadful managers where I became disengaged and felt demoralized. I’ve learned from both; what to do from the inspirational leaders and what not to do from the rest.
I’ve also had the opportunity to lead employee engagement teams comprised of committed volunteers; one group drove a complete turn-around, and the other catalyzed a move from good to great. Lastly, I’ve directly managed teams where morale and engagement were low and helped turn them into high-performing teams.
Whether individually or leading a team, I’ve experienced the birth of new organizations or teams, the eager drive toward positive engagement, and delivering extraordinary results, only to be stopped in our tracks by a leadership change or organization restructure.
The Four Phases of Employee Engagement
As displayed in the chart, I’ve observed four Employee Engagement phases, including rewiring, results, rumors, and re-org.
- Rewiring phase. The new organization is announced, people are assigned new roles, and the rewiring and how things get done (i.e., how water flows through the pipes) typically takes six to eight months. Employee engagement lurches higher, but productivity is low.
- Results phase. Once the organization understands its vision, mission, and how it works to get things done, results materialize. At some point during the phase, upper management determines there is a need to focus on employee engagement. Committees are formed, charters are written, macro-level strategies are developed, and tactics are deployed. Employee engagement peaks with the proper emphasis, and productivity is high.
- Rumors phase. Changes in an organization are inevitable, and people begin to speculate. Surely enough, consultants are engaged, and HR representatives huddle in meetings. Employee engagement ebbs and productivity recedes.
- Reorg phase. The phase is filled with posturing, anxiety, and fear no matter how management roles out reorganization communication and timing. People sit on their hands and wait for the news about their job. Once their job status is determined, people exit immediately, while others stay and apply for open roles. It’s cold. It’s hard. Engagement emphasis stops. No wonder employee engagement is at its lowest point, and productivity is minimal at best.
Then the process starts all over again. In my estimation, organizations will never reach their potential if stymied by relentless instability.
Moving Toward Sticky Employee Engagement
Recently, a senior executive asked me about my Employee Engagement experience and if engagement can be improved long-term. I shared my thoughts on the above four Employee Engagement phases and clarified that it is indeed meaningful. However, durable engagement improvement depends on two factors.
First, the organization must sustain its “results phase” and continue progressing toward the vision and mission while empowering, energizing, and enabling employees. If the results phase is prolonged, the organization can reach its full potential, whether financial, innovation-based, or customer satisfaction.
The second part of the solution is to focus on “micro-leadership.” Recall my definition of employee engagement: The level of discretionary effort one is willing to put forth based on the relationship with their manager and work environment. The manager and direct report relationship is foundational. If the connection is strong, the organization will flourish. If weak, the organization will flounder.
To create sticky employee engagement regardless of the organizational circumstances, we need to develop leadership skills at the micro level, between managers and direct reports, where the rubber meets the road, including:
- Expressing empathy. Understand others, ask questions, listen, stand in someone else’s shoes, and show others you care for them.
- Building trust. Do what you say you will do, let others know who you are, share your values and what you stand for.
- Instilling purpose and meaning. Help associates understand why their roles exist, how their contribution adds value, and what success looks like.
- Coaching and developing. Conduct 360-degree assessments to identify strengths and skill gaps, create capability plans, hold frequent development discussions, and help others reach their potential.
- Appreciating and encouraging. Ensure associates know that they are valued and make a difference. Lift them during adversity and lavish praise when they succeed.
Lastly, I leave you with another question: What if you don’t focus on employee engagement?
Think about it.
Without an engagement focus, your organization will find itself in a doom loop. Morale will suffer, you’ll be surrounded by mediocrity, and your company will lose its competitive edge. Your customers will find alternate solutions. Your organization will drift into sameness and may go under. Not a pretty picture.
Be assured that investing in employee engagement will pay dividends.
Morale is an Organization’s Best Friend
Speaking of morale, I recently read an article in The Wall Street Journal about the lessons learned thus far from the Ukraine-Russia war. The author wrote, “The importance of morale to military success isn’t a new concept. More than two centuries ago, French emperor, Napoleon said morale was three times as important as the manpower and equipment on the battlefield, in a remark sometimes translated as: ‘In war, moral power is to physical as three parts out of four.’ Ukrainian troops, convinced of their moral cause and knowing they were fighting for the survival of their families and their country, beat back Russian forces who were involved in what they were told was a special military operation’.”[iii]
If you have morale, it will be your organization’s best friend.
To make employee engagement stick, I encourage executive management teams to recognize the need to stabilize their organization and develop effective leaders. If they do, they’ll reach their potential and deliver extraordinary results.
To learn more about how Preston can help your organization or team, visit prestonpoore.com.
[i] https://www.gallup.com/workplace/468233/employee-engagement-needs-rebound-2023.aspx
[ii] https://teambuilding.com/blog/employee-engagement-statistics
[iii] “The Conflict in Ukraine Offers Old-and New-Lessons in 21st Century Warfare,” Wall Street Journal, February 23, 2023
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“Get ready to hand out the visas,” the Executive directed.
The company plane and its C-suite passengers were en route to Bogotá, Colombia, for a brief market visit and boondoggle.
To enter Colombia, each passenger needed a visa along with their passport. The Executive delegated the visa application process to an assistant and asked that the permits be available to distribute just before arriving in Bogotá.
The five-hour flight began with a festive atmosphere. Cocktails were flowing, and conversations quickly moved from professional to personal.
Upon the final approach, the Executive directed the Assistant, “get ready to hand out the visas.”
The Assistant proudly produced an envelope from his portfolio and began distributing the visas. But something was wrong.
Guess what? I’ll bet you’re already there.
The Assistant secured Visa gift cards instead of the required travel visas.
Big mistake.
No travel visas meant no entry into Colombia. No entry into Colombia meant no market visit or boondoggle.
The Executive began yelling at the Assistant and shouted, “How could you possibly screw this up?”
“I thought this was a pleasure trip, and you wanted Visa gift cards to cover discretionary expenses,” the Assistant replied. “You said nothing about travel visas. Oh, I’m so sorry…”
That’s right, none of the executives had travel visas to enter Colombia. The plane had to turn around and go back home.
Can you imagine the embarrassment? And the frustration? So much wasted time. After some berating by the Executive, the Assistant ducked his tail and sat down in the back of the plane. The rest of the flight was quiet, oozing with disappointment.
Communication at its finest. But who’s to blame?
The Executive? Yes. She assumed that the directive was clear and understood.
The Assistant? Yes. He assumed what was meant by the directive and acted erroneously.
It made me laugh when I heard the story and thought, “what we have here is a problem to communicate.”
But then I realized, I’ve been on both sides of the coin.
Essential Communications Skills That Leaders Need
Being in a leadership position can test your communication skills. You must be able to connect with others to work together to reach your shared goals.
You have plenty of company if you think you need some help in this area. According to HR Technologist, almost 57% of employees report being given inadequate directions, and 69% of managers say they’re uncomfortable communicating with employees in general.
With practice and effort, you can turn this situation around. Study this quick guide to essential communication skills that leaders need.
Speak Clearly:
- Plan. Before you speak, take time to reflect. Know your purpose, so you can develop strategies and systems that match your values. Be sure to choose appropriate times and channels for what you have to say.
- Simplify your message. Your employees may feel inundated with too much information. Format your emails and memos with bullets and headlines to make them easier to read. Consider using quick graphics to replace a long speech.
- Stay in touch. Provide frequent opportunities for updates and discussions. Schedule staff meetings and one-on-ones. Publish a staff newsletter. Make yourself visible and approachable.
- Tell stories. A compelling anecdote can inspire your team and unite them around a common mission. Focus on concrete examples and emotional appeal. Build a plot around one or two main points.
Listen Closely:
- Pay attention. How observant are you? Knowing your surroundings will help you keep up with informal conversations and nonverbal cues.
- Ask questions. If you want to know what your team is thinking, go straight to the source. Ask open-ended questions that give others the chance to elaborate on their responses. Avoid biased wording that could influence their answers.
- Welcome feedback. Encourage your team to let you know how they think you’re doing. Thank them for their honest and constructive input and use it to enhance your performance. Hold meetings to invite their input before making decisions and collaborate on action plans when possible.
- Let go of judgments. What’s the difference between hearing and listening? As a leader, it’s essential to use your mind as well as your ears. Let others finish what they’re saying without interrupting or thinking about your response. Try to put yourself in their position.
Other Communication Tips for Leaders:
- Be inclusive. Diverse organizations need leaders who can relate to various audiences and create an atmosphere where each team member is valued and respected. That means building genuine relationships and recognizing individual and group contributions.
- Show empathy. Authentic connections depend on caring about the needs of others and being able to understand their thoughts and feelings. Developing a culture of empathy also promotes helpful behaviors and cooperation.
- Follow through. Actions do speak louder than words. To earn trust, it’s essential to lead by example. Deliver on your promises and ensure that your actions are consistent with what you say.
- Resolve conflicts. Effective communication can promote harmony, but some disagreements are to be expected. Stay calm and search for mutually beneficial solutions.
- Master technology. Keep your computer skills up to date so you can communicate online and off. Video calls and other tools are likely to remain popular in a climate of remote and hybrid work.
Successful leaders use communication skills to build trust and motivate others. Expressing yourself with clarity and compassion can help you to develop strong work relationships and guide your team to success.
Don’t be like the Executive and Assistant in the opening story. Be curious. Ask questions. Gain clarity. And above all else, seek first to understand, then to be understood. If you do, you’ll be a leader others will want to follow.
Want to uplevel your leadership and communication skills? Visit, http://www.prestonpoore.com, to learn more.
Cheers!
Preston
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Preston Poore
I’m a disciple of Christ and an executive at a Fortune 500 Company. In my blog, The Discipled Leader, I draw on my diverse business experience to help Christians connect their secular and spiritual lives at work.
As a certified coach, speaker, and trainer with the John Maxwell Team, I help others grow their relationship with Christ, develop their leadership skills, and understand how they can make a positive difference in today’s chaotic world.
Let me help you reach your potential.
I draw on my diverse business experience to help Christians connect their secular and spiritual lives at work. I invite you to subscribe to my blog and learn how to develop Christlike character, influence your culture and change your world.