Category Archives: Leadership development

Four strategies to help your team make great decisions

In our last newsletter, we explored the marvel of the human brain and the intricacies of decision-making, highlighting the experience of decision paralysis and strategies to overcome it.

This month, we shift our focus to team dynamics, examining effective strategies that teams can employ to enhance their collective decision-making abilities. Join us as we delve into actionable strategies to create a more inclusive, balanced and innovative environment that enables teams to make high-performing decisions.

Cara McCarthy and Rose Padfield

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Navigating the stuck state: understanding decision paralysis

We’ve all been there: standing at the crossroads of choice, feeling stuck, indecisive or even paralysed by the prospect of making the wrong decision. Whether it’s choosing, or changing, a career path, making a significant life change or even deciding what to have for dinner, the experience of decision paralysis is a common, albeit frustrating, part of the human condition. This state of being stuck can stem from an overwhelming number of options, fear of the unknown or the pressure to make the ‘perfect’ choice.

But what exactly happens in our brains during these moments of indecision? And, more importantly, how can we navigate through them to reach a resolution? This article delves into the neurophysiology of decision-making, offering insights into why we sometimes struggle to make decisions and proposing strategies to overcome this mental gridlock.

Cara McCarthy and Rose Padfield

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How to overcome Impostor Syndrome

Have you ever felt like you’re masquerading as someone more competent than you truly are, fearing that one day you’ll be exposed as a fraud? If so, you’re not alone. Research shows that this phenomenon plagues seven out of 10 of us at various stages of our lives and careers. It’s the persistent belief that your success is not deserved, attributing it instead to luck or other external factors.

In this month’s article, we explore the impact of impostor syndrome and, most importantly, how to beat it.

Cara McCarthy and Rose Padfield

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Women self-learning challenge

How leaders create self-learning cultures

We launched this year with a three-part series on self-leadership. In part one, we looked at how embracing self-leadership could help each of us make 2024 a year of purposeful growth. Last month’s instalment focused on the ‘inner game’ of self-leadership: the capacity for self-awareness and the skill of self-regulation.

This month, we conclude the series by delving into the third vital aspect of self-leadership: self-learning. We look at different mindsets, which are vital to learning, and explore strategies for fostering self-learning cultures in your team and organisation.

Cara McCarthy and Rose Padfield

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White wolf

Navigating the inner game of Self-Leadership: insights and strategies

Last month, we delved into the world of self-leadership, setting the tone for a year of purposeful growth in 2024. This month, we’re continuing our exploration by focusing on the ‘inner game’ of self-leadership – gaining a deeper understanding of self-awareness and honing the skill of self-regulation.

Cara McCarthy and Rose Padfield

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Self-leadership: The secret to making 2024 a year of purposeful growth

The start of a new year presents a fresh opportunity to think about what we can do to make the next 12 months a time of intentional progress and growth in areas that matter to us.

If we ever need reminding of the importance of leading ourselves, this quote by top leadership expert Robin Sharma gets straight to the point:

“You cannot lead others until you have first learned to lead yourself.”

The term ‘self-leadership’ was coined as far back as 1983 by author and consultant Charles Manz, but it was popularised in 2010 by top management thinker Peter Drucker, who said that being a self-leader is to serve as chief, captain, or CEO of one’s own life.

It’s an inspiring idea, but the real impact happens when we ground it in action. Global self-leadership expert Andrew Bryant says that it is what we do on a day-to-day basis that really counts. When it comes down to it, Bryant says that “self-leadership is the practice of intentionally influencing your thinking, feelings, and actions towards your objective(s)”.

Start with your ‘why’

“Whether leading yourself or leading others, it is essential to begin with ‘why’. Intentional action is like a laser, whilst unintentional action is like hitting everything with a hammer.”
Andrew Bryant

Setting meaningful objectives for yourself derives from knowing your purpose and having a strong sense of what motivates you and why. The stronger your self-knowledge of who you are and what you stand for, the better you will be at leading yourself to achieve what’s important to you.

Ask yourself: What does success look like for me this year and how will I work towards it? What is it I would like to achieve in my career or in my personal life?

This could be a desire to pursue further education, for example an Executive MBA, contribute by becoming a NED or Trustee, learn business Spanish to strengthen relationships with colleagues, or complete the Couch to 5K running programme to boost your physical and mental fitness.

Whatever your goals, let’s look at how you can take up the mindset of a self-leader to help you achieve them.

The three things self-leaders attend to

There are three things self-leaders commit to doing regularly. We’re going to introduce them here and will do a deeper dive on each in subsequent newsletters.

1.     Self-leaders commit to developing Self-Awareness

This is the capacity to look inwards and reflect on your thought patterns, emotional life, motivations, strengths and weaknesses, and how these affect your relationships with others and your ability to achieve your goals.

Those who invest in self-knowledge are better able to harness and amplify their strengths. They will also be willing to identify and take ownership of any gaps or weaknesses that may be getting in the way of achieving their goals.

Having a good understanding of yourself will not only improve your ability to lead people but will make you far more effective in building relationships and engaging successfully with others.

2.     Self-leaders commit to Self-Learning

Self-knowledge is a source of great personal power. Self-learning is about taking the initiative to diagnose the gaps in your skills, capabilities and motivations, identifying where you need to develop and grow, and the resources you need to take you there.

The gift of self-learning is that we come to realise we have options and choices, perhaps more than we initially thought, and can take the necessary steps towards our aims and goals.

As a thoughtful self-leader, we will also ask ourselves about the relationships we might need to cultivate; whose help might we need? Reaching out and seeking help, is a strength because it ensures good collaborative outcomes while valuing the strengths of our colleagues.

3.     Self-leaders commit to Self-Regulation

Self-regulation is the degree of self-control we have over our behavioural and emotional responses. It is what helps us manage our impulses and keeps us on track to achieve our goals.

An effective self-leader becomes familiar with their triggers – they consider what causes them to behave out of sync with their principles and intentions, what gets them into the ‘wrong’ mindset or into an unhealthy, unproductive space.

Knowing our triggers gives us the insights we need to develop strategies for reframing our emotional and behavioural patterns. We can take ownership of our thoughts and feelings and choose to pursue the behaviours that are more closely aligned to moving towards our goals.

Two great tips for developing your self-leadership

Value consistency over intensity

“Most people overestimate what they can do in a short period of time and underestimate what they can accomplish in one year, two years, three years.”
Pete Rogers

In his excellent TEDx talk, Rogers explains how preferencing intensity over consistency “leads to exhaustion and to underachievement, frustration and unfulfillment”. He continues: “Exceptional leaders know that it’s a long game, and consistent contributions every day will far surpass the contributions of intensity.”

I must admit to this ringing true for me. There have been more than a few times in my life when I’ve impulsively set a new goal and expended much energy to achieve it – for a few days or weeks at most.

To paraphrase what Rogers is saying, the best way to achieve your goals is to do little and often.

An effective self-leader is intentional and deliberate with their planning; they don’t leave things to chance. For us, this might mean going to bed earlier so we can get ourselves up in time to pursue our goal of Couch to 5K, or organising your work diary to protect two lunchtimes a week to practice business Spanish with a colleague.

Strive for high standards, not perfection

Liberatingly, Rogers argues that self-leaders hold themselves to high standards, not perfect ones. This is an important distinction because we can put so much pressure on ourselves to be perfect that we become defeated by our own exacting expectations.

Instead, we can aim high and strive to be the best we can be, while understanding that there is no such thing as perfect. In fact, self-leaders learn from their mistakes, or ‘missed takes’, and view them as opportunities for growth.

Developing your self-leadership: questions to ask yourself

“It doesn’t matter who you are, or where you came from. The ability to triumph begins with you. Always.”
Oprah Winfrey

Spend a few minutes defining what success looks like for you this year. (You might want to differentiate between success in your career, in your family, relationships, and in your health and wellbeing.)

  • What are your goals and ambitions and why are these important to you?
  • What do you need to take greater ownership of for yourself to achieve your goals?
  •  In what ways would you like to grow your self-leadership this year?

If you relate to anything discussed in this article and you would like to work on your self-leadership skills, coaching might be a useful tool for you. Rose and Cara are both Leadership Circle Profile-accredited coaches who work with many leaders to support their effectiveness and development. Contact us here to find out more.

Try this

Watch clinical psychologist and leadership consultant Pete Rogers’s TEDx talk, Great leadership begins with three commitments

And/or the one by executive leadership trainer Lars Sudmann, Great leadership starts with self-leadership

Related/further reading

You might find these articles and websites useful:

Why Self-Leadership Is The Most Important Leadership (

Next month

Next month, we dive deeper into this topic and explore tools for developing our self-awareness and ability to self-regulate our thoughts and emotions.


How to build your gravitas and ensure your strengths work for you

Cara McCarthy

Cara McCarthy

You will have noticed that over the past number of months I have invited a guest writer, Cara McCarthy, to share her thoughts on various leadership topics. I am delighted to now be able to share the news that Cara is joining me as a partner in The Padfield Partnership in contemplation of my eventual transition to retirement.

I have known Cara for several years (having met her at a training course to become certified in the Leadership Circle Profile tool), and admire her professionalism, skill, integrity and experience. We are excited about our partnership and enhancing the value we can bring.

Cara has spent more than 20 years working closely with senior leaders and their teams to support their development, performance and growth. Like me, she is an accredited and experienced one-to-one leadership coach and a systemic team coach, and she has a particular interest in the cultures that leaders create.

For many years, Cara headed up the OD, Culture, Learning & Talent function at a leading investment management firm. Since becoming independent, she has worked with a diverse client group from a range of organisations and sectors. Through our partnership, we can use our complementary skills and qualifications to enhance our value and the projects we work on – and look forward to working with you in this way!

We hope you enjoy this month’s topic.

Last month, we looked at the impact gravitas has on our leadership presence: How to build your gravitas and unlock transformational leadership.

We talked about gravitas as the balance between gravity, or the substance and ‘weight’ a person carries, and levity, a complementary element of humour and personality.

We explored Caroline Goyder’s gravitas equation from her book Gravitas: Communicate with Confidence, Influence and Authority, and considered ways to grow and sustain our personal gravitas:

Knowledge + purpose + passion ( anxiety) = Gravitas

This month, we explore the anxiety element and look at some tendencies that might unwittingly be diminishing our gravitas. We will explore how leaning in to our strengths will ensure we keep maximising our leadership presence.

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How to lead in a world that’s gone beyond VUCA to BANI

This month’s article is written by a special guest author – Cara McCarthy. We met about four years ago when we were both certified to use the Leadership Circle profiling tool, and have collaborated several times since then. Like me, Cara is a coach and facilitator who helps organisations develop, leaders grow, and teams be more effective.

The subject of ‘moving on from VUCA’ arose in a recent conversation, (and was very well received in a talk we prepared for a network of senior Executives), so I have invited her to share her thoughts in this area. I think this is a fascinating read! As usual, they are mixed with practical ideas you can implement in your working life, and link to related reading on the topic.

I’m sure you’ll find this information useful and look forward to your comments.

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