FOOD FOR THOUGHT
What leadership style inspires others?
Charles wants to maximize his positive impact on society. He works for an international company in the textile industry. As soon as he comes up with a new idea or senses a potential deviation from the company’s mission, he sounds the alarm. He yells or rants. He gets angry. He wears himself out. Even if his dedication is recognized, his behavior isolates him from the rest of the company. A vicious cycle begins. Opportunities are missed, and common frustrations persist. So what should be done? Burn out while trying to transform the company from within? Decide that change is impossible and leave the company?
A third way is possible. Charles takes a step back and makes his choice. He decides to stay. He is clear-headed. He understands that, given his mission, his skills, his desires, and the needs of his ecosystem, his balance and value lie in his role as an internal change agent. However, he has chosen the path of leadership transformation, which frees one from power struggles and embraces the rough edges of life’s reality. To use a metaphor, instead of resisting the waves and storms of the ocean, putting up danger signs, and lobbying to build concrete walls along the coastline, he decides to ride the wave alongside several fellow company surfers. He trusts his courage, cultivates his empathy, taps into his intuition, draws on his sense of humility, and leverages his expertise in eco-design. He looks to the network of potential sponsors and motivated peers, and considers the compelling arguments that would work.
The result? He teams up with a more visionary colleague while bringing his operational focus to the table. Together, they divide up the roles and identify the right opportunities to make an impact. Above all, they dedicate themselves to serving the collective network of aspiring change-makers within the company. The idea is no longer to label what is good and what is not, but to share the vision and pinpoint the root causes of obstacles. The path toward this goal is actually co-created and defined by those who walk it as change agents. Everyone has space, a playground, and a sense of purpose.
* Case study based on actual coaching sessions.
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The term "leadership" often pushes us to our limits.
Some people love it, others analyze it, while still others are skeptical of it. My goal is not to say whether being a leader is good or bad, nor to judge different leadership styles, and certainly not to offer you instructions on how to embody “good” leadership.
What interests me is the kind of attitude a changemaker can demonstrate and the resulting engagement of the ecosystem. Because that's what leadership is all about: the influence an individual has on a group.
To spread a positive and constructive influence, Charles has—in his own way—followed the principles shared by Isaac Getz in his inspiring Ted Talk. He created the conditions for equity, personal development, and leadership to collectively build a better future. Above all, he reconnected with himself, with his vision for the world, and with the diversity that surrounds him.
As you can see, the challenge is not to be a controlling leader who pushes his teams to move in the “right” direction. Rather, the challenge is to be the leader of one’s own life and to contribute to one’s ecosystem in order to build the world one wishes to support.
TOOL
You might be thinking, “OK, thanks, Nina. But how do we do it?”
Here are a few steps to get you started:
What are the sources of self-sabotage that prevent you from embodying authentic and engaging leadership with serenity?
Tips: Check out this free test
In your project or mission:
What is the intended positive impact for the beneficiaries?
Why is this important?
To achieve this, how much space and flexibility do you allow your ecosystem?
“Let’sdare to embody our leadership style to co-create the world we want to see emerge ”
Feel free to share your questions, answers, and feedback in the comments or via private messages. And if you like this article, the best way to show your appreciation is to share it!
Do you want to become the leader you envision for the world you hope to see? Is it time to discover your leadership style? Do you want to integrate sustainability into your core business? Do you want to accelerate your ecosystem’s commitment to the change you hope for? If you answer “yes” to any of these questions and would like support on your journey, contact me! Here is a link to an exploratory call and the form to further elaborate on your goals and challenges: English
Legitimacy and Agents of Change
“You see, Nina, I’m not sure I belong here. I’m afraid I won’t live up to their expectations. Who am I, really, to lead this project? I want to engage my network to transform my organization. I want products with as little negative impact as possible on the environment and society. I want to rethink how we measure commercial success. But I’m no expert. I talk about social and environmental justice, but what do I really understand about it?”
Many of my conversations with colleagues and clients go something like this. In those moments, my heart and mind are bursting with anger and outrage. My inner voice says, “But OF COURSE you’re legitimate in starting this movement and contributing to systemic change.” I know that’s a nice thing to hear. Yet it offers only faint and fleeting reassurance. So how do I get them to understand that? How do I dismantle this damn imposter syndrome that I myself know so well?”
At the risk of disappointing you, there’s no magic wand. There is, however, one inner truth: you are authentic simply by being yourself. No one can save the world—let alone on their own. However, as agents of change, you can gain influence and impact by acting in alignment with your vision, your power, your joy, and your circles of allies.
As Isabelle, an inspiring and motivating coach, once said: “Legitimacy is the trust you have in yourself. Self-confidence is an inner reservoir.”
What if we stopped waiting for external approval? It’s a really nice bonus, and yet it’s also often a bottomless pit. What if we took a deep breath and transformed this fear—“But do I have the right? Can I do this? Am I capable of starting this movement for change?”—into “It’s time to be the leader I want to be, for the world I want to see”?
Take Action Toward Change
Take a piece of paper or open a note on your phone. List at least 3 items—this list doesn't have to be exhaustive:
education or training that gives you the understanding and tools to act as an agent of change,
experiences, successes, and “failures” that have helped you learn a thing or two about managing change within a given system,
things you do so easily that you don't even realize their value,
the resources and people around you, whether close by or far away (this could be a team, a mentor, a friend, podcasts, books, and so on). These things nourish you on your journey.
All of these elements feed into your “reservoir” of trust and, therefore, your legitimacy. Do you really want to squander them? Does the world seem to you to be in good enough shape that you can afford not to contribute, no matter how small your contribution may be? It is by doing your part, in your own way, that you earn your legitimacy. What role do you want to play in the world today?
In the next article, we’ll explore the role you can play in engaging those around you to bring about systemic change. In the meantime, please share your ideas and thoughts. This is very helpful in understanding your needs and aspirations.
“‘Forevil to triumph, all it needs is the inaction of good people.’”
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
Your mindset can expand your sphere of influence
The way you engage people in the change you hope to bring about in the world will vary greatly depending on whether you think they are “uneducated,” “lost,” “disingenuous,” “dangerous,” or, on the contrary, “intelligent,” “sharp,” “capable,” and “more competent” than you in some areas.
Liz Wiseman and Greg McKeown’s book,*Multipliers: How the Best Leaders Make Everyone Smarter*, sparked valuable reflections for leaders. It offers insights for changemakers striving for individual and organizational transformation toward a more resilient, grounded, nature-centered, and humanistic world.
Who am I? A diminisher or a multiplier?
According to Wiseman and McKeown, there are two types of leaders:
“The first type drains intelligence, energy, and ability from the people around them and always needs to be the smartest person in the room. These are the diminishers”
(...) At the other end of the spectrum are leaders who use their intelligence to enhance the capabilities of those around them. These are the Multipliers.”
It seems pretty straightforward and easy, right?
Well, spoiler alert: the distinction is much more subtle than it seems. Depending on the context and our stress level, we can all act as "diminishers" or "multipliers." Often, "diminishers" don't act this way on purpose.
To overcome internal resistance, I am willing to be vulnerable (believe me, this is uncomfortable) by sharing my own struggles and discoveries:
I remember feeling encouraged when I discovered behaviors, stories, and tools that empowered me to continue acting as a catalyst for change in my organization and within my team.
Yet, I also remember how frustrated and ashamed I felt when I saw the results of the multipliers’ quiz: “You may unintentionally act as a diminisher.”
For example, I discovered that one of my key strengths—my creativity, also known as the “Idea Fountain Tendency”—could potentially cause organizational turmoil.
If my intention was to add value and spark ideas in others, it might also overwhelm them to the point of causing them to shut down.
What a shock to me! After years of leadership training, I thought people should build on their strengths rather than focus on their weaknesses!
Taking Action Toward Change
After taking a deep breath, the coach in me was able to reconnect with my growth mindset. I therefore looked for tips on how to navigate such risks and make the most of my strengths.
This anecdote shows that the issue of "multipliers" versus "diminishers" requires more attention than it might seem. It also highlights the risk of dichotomies such as "it's black or white."
So, with that in mind, what can you do to act as a catalyst for change?
First, I invite you to take the quiz.
Take the time to embrace these insights. They are merely a guide, not an absolute truth. That said, they may hold valuable lessons that can help you grow and make an impact.
Next, start paying attention to your mindset and try out some of their practical tips to change your behavior!
Last but not least, stay tuned (sign up for the newsletter if you haven't already) for the next chapter in the series!!! We'll explore ways to position yourself as a "change multiplier" to engage your ecosystem!
“Bean encourager—the world has enough critics already.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
Votre état d'esprit peut élargir votre sphère d'influence
The way you engage others in support of the change you hope to see in the world depends largely on your perception. You’ll act differently depending on whether you think you’re dealing with people who are “uneducated,” “lost,” “dishonest,” or “dangerous,” or, on the contrary, with individuals who are “intelligent,” “knowledgeable,” “capable,” and “more competent than you” in certain areas.
The book by Liz Wiseman and Greg McKeown titled "Multipliers: How the Best Leaders Make Everyone Smarter” (Multipliers: How the Best Leaders Make Everyone Smarter) is enlightening for leaders. I find that it also offers insights for change agents striving to transform individuals and organizations toward a more resilient, more sustainable, more nature-centered, and more humanistic world.
Who am I? A “diminisher” or a “multiplier”?
According to Wiseman and McKeown, there are two types of leaders:
"The first type drains the intelligence, energy, and abilities of those around them and always needs to be the smartest person in the room." These are the “diminushers.”
(...) At the other end of the spectrum are leaders who use their intelligence to amplify the capabilities of those around them.” These are the “multipliers.”
Translation by Deepl.com
That sounds pretty simple and easy, doesn't it? I imagine that most people reading this distinction consider themselves to be the second type of leader.
Well, listen up. Here’s a revelation. The distinction is much more subtle than it seems. Depending on the context and our stress levels, we can all act as “diminishers” or “multipliers.” In fact, those who diminish others often don’t do so intentionally.
To defuse any internal resistance, I’m willing to show vulnerability (believe me, it’s uncomfortable) by sharing my own struggles and discoveries:
I remember feeling inspired while reading this book. I discovered behaviors, stories, and tools that enabled me to continue serving as a catalyst for change in my organization and within my team.
Still, I also remember the frustration and shame I felt when I saw the results of the online quiz: “You may accidentally come across as a ‘diminisher.’”
For example, I discovered that one of my greatest strengths—my creativity (what they call the “idea-generating tendency”)—could give my organization a real boost.
While my intention was to add value and spark new ideas in others, this energy could also overwhelm the people I was talking to and cause them to withdraw into themselves.
What a shock! After years of training in leadership and coaching, I thought people were supposed to build on their strengths rather than focus on their weaknesses! Should we doubt our strengths? Should we be paranoid every time we say or do something?
Take Action to Bring About Change
After processing this news, the coach in me was able to reconnect with my “growth mindset.” I realized that it was about channeling my strengths effectively to serve my ecosystem—not stifle it. I looked for ways to mitigate these risks and make the most of my talents.
This anecdote is meant to show you that the issue of “multipliers” versus “diminishers” requires more attention than it might seem at first glance. It’s also meant to highlight the risk of “black-and-white” dichotomies.
So, now that this point has been clarified, what can we do to act effectively as a “change multiplier”?
First, I invite you to fill out the questionnaire.
Take the time to reflect on the results. This is merely a framework for interpretation, not an absolute truth. That said, it may hold valuable insights for your growth and impact.
Next, start observing your state of mind and try out some of their practical tips to boost your impact!
Finally, and most importantly, keep an eye out (and sign up for the newsletter if you haven’t already) for the next chapter in the series!! We’ll explore ways to position yourself as a “change multiplier” to engage your ecosystem!
"Encourageothers—the world already has enough naysayers."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
How can you bring people together to work toward a sustainable world?
Engaging all levels of an organization on sustainability is a recurring challenge. As I tried to write an article addressing this issue, I got stuck. Really stuck. A complete blank. Nothing. Why? Simply because it seems impossible to tackle this intractable problem all at once. There are so many aspects to consider, such as:
Your mindset—What are your views on the people you want to attract? Are they people you need to “educate”? Are they threats you want to mitigate? Or are they important influencers from whom you expect support?
Your legitimacy—What role will you choose on this journey? Will you be a passenger or a driver? How will you exercise your leadership?
Your target audience—Do you want to reach top-level executives, middle management, or operational staff? Beyond your immediate circle of influence, who should your ecosystem partners be?
Your influence—How do you plan to persuade the diverse group of people with different personalities and backgrounds that you will interact with?
Your strategy - What is your main goal? How will you engage people? What tactics could you use to achieve this?
To convey a concise and more dynamic message, I'll write a series of short articles (about 2 minutes each) on the topic.
Since our actions are largely determined by our thoughts, I’ll start with the topic of mindset! Take a look at the first chapter, “Your mindset can expand your sphere of influence.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
How can you bring people together to work toward a sustainable world?
As I tried to write an article addressing this concern, I hit a wall. I was really stuck. A complete blank. Nada. Why? Simply because it seems impossible to tackle this issue all at once.
There are so many factors to consider, such as:
Your mindset— What do you think of the people you want to attract? Are they people you need to “educate”? Are they threats you want to neutralize? Or are they influencers whose support you’re counting on?
Your Legitimacy —What role will you choose on this journey? Will you be a passenger or a driver? How will you exercise your leadership?
Your Target Audience —Do you want to reach the executive committee, middle management, or front-line staff? Beyond your immediate circle of influence, what is your ecosystem? Who are your partners?
Your Influence— How do you plan to persuade the diverse range of individuals and roles you will be interacting with?
Your Strategy - What is your main goal? How do you want to engage people? What tactics could you use to achieve this? What specific actions will you take?
To convey a concise and more engaging message, I will write a series of short articles on the topic.
Since our actions depend mainly on our thoughts, I'll start with the topic of mindset. Take a look at the first chapter, " Your Mindset Can Expand Your Sphere of Influence."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.