60% of new managers fail within 24 months 82% enter management with zero leadership training Only 23% actually wanted to lead others Most accept promotions for money, not alignment

What Is the Promotion-Into-Misery Epidemic?

You’ve seen it happen. The top salesperson gets promoted to sales manager and everything falls apart. The brilliant engineer becomes an engineering lead and the team suffers. The star individual contributor moves into leadership and everyone loses.

We call it advancement. We celebrate it. We’re destroying people.

Bottom line: Organizations reward high performers by promoting them into roles that clash with their natural working style.

Why Do 60% of New Managers Fail?

Sixty percent fail within their first 24 months. That is not only a training problem but it is also a selection problem.

Eighty-two percent of managers enter their roles without formal leadership training. But here’s what matters more: we’re promoting based on the wrong criteria.

The pattern repeats across every industry:

• High performance in one role becomes the qualification for a completely different role
• Technical mastery becomes the ticket to people management
• Individual excellence becomes the pathway to team leadership

We’re promoting people into roles where their strengths become irrelevant.

Key point: Organizations consistently choose people based on what they’ve done, then give them something entirely different to do.

What Creates This Mismatch?

Look at what’s happening. We identify someone who excels at execution and reward them with a role focused on coordination. We take someone who thrives in independent work and place them in constant collaboration. We move someone from creating to managing creators.

The role requirements shift completely. The daily reality transforms. The skills needed change.

Here’s the research: only 23% of new leaders wanted to lead others. Most accepted the promotion for compensation. They said yes to money while their working style screamed no to the role.

Key point: People accept roles for the wrong reasons, and organizations promote for the wrong reasons. Both lose.

How Does Self-Awareness Prevent This?

The solution starts with understanding who you are before accepting where you’re going.

We’ve spent over four decades helping people develop self-awareness that leads to self-management that leads to self-mastery. The sequence matters. You don’t manage what you don’t understand. You don’t master what you haven’t managed.

Your personality, your values, your natural working style… these aren’t obstacles to overcome. They’re the foundation for intentional alignment.

When you understand your behavioral preferences, you evaluate whether a role fits. When you know your working style, you assess whether the daily reality matches your natural strengths. When you’re clear about your zone of contribution, you make decisions honoring both your capability and your design.

Key point: Self-awareness gives you permission to make decisions serving your actual purpose rather than someone else’s expectations.

What Should Organizations Do Differently?

Stop promoting based solely on past performance. Start considering future fit.

We develop the whole person holistically. Understanding not just what you do, but how you’re designed to work. Not just your skills, but your preferences. Not just your capability, but your calling.

Your highest contribution happens when you’re operating in alignment with your natural design. Sometimes saying no to the promotion everyone expects you to take is the right move.

Key point: The wrong role for the right person creates the same failure as the wrong person for the right role.

How Do You Align Role and Working Style?

Start with understanding yourself. Then align your path accordingly.

Ask these questions before accepting advancement:

• Does this role match how I naturally work?
• Will the daily reality energize or drain me?
• Am I accepting for money or genuine alignment?
• Do the required skills match my natural preferences?

The promotion-into-misery epidemic ends when we match people to roles based on fit, not just performance. When we honor working style as much as work output.

Key point: Alignment beats performance history every time.

Frequently Asked Questions

Why do high performers fail when promoted to management? Because the skills making them successful as individual contributors are different from those needed in management. Technical excellence doesn’t automatically translate to leadership ability or people management skills.

How do I know if a promotion matches my working style? Evaluate the daily activities of the new role against your natural preferences. If you thrive working independently but the role requires constant collaboration, that’s a mismatch worth considering carefully.

What if I’ve already accepted a promotion that doesn’t fit? Self-awareness helps even after the fact. Understanding the mismatch lets you develop strategies to manage the gap or have honest conversations about role adjustments or transitions.

Should I turn down a promotion if the fit isn’t right? Sometimes yes. Your highest contribution happens when you’re aligned with your natural design. Saying no to the wrong promotion protects both your wellbeing and your long-term career trajectory.

How can organizations improve their promotion decisions? Assess candidates based on the requirements of the new role, not just performance in their current role. Include working style assessments and behavioral preferences in promotion criteria.

What’s the cost of promoting the wrong people? Organizations lose effective contributors while gaining ineffective managers. Teams suffer under mismatched leadership. The promoted individual loses confidence and job satisfaction. Everyone loses.

Can training fix a poor promotion match? Training helps develop skills, but it doesn’t change your natural working style or preferences. If the fundamental mismatch exists between how you’re designed to work and what the role requires, training alone won’t solve it.

What role does self-awareness play in career decisions? Self-awareness lets you evaluate opportunities against your actual design rather than external expectations. You make decisions serving your purpose, not someone else’s definition of success.

Key Takeaways

• 60% of new managers fail within 24 months because organizations promote based on past performance, not role fit
• The skills making someone successful in one role are often irrelevant or counterproductive in the next role
• Most people accept promotions for compensation, not because the role aligns with their natural working style
• Self-awareness that leads to self-management that leads to self-mastery is the foundation for intentional career alignment
• Your highest contribution happens when you’re operating in alignment with your natural design, which sometimes means saying no to advancement
• Organizations must match people to roles based on fit and working style, not just performance history
• The wrong role for the right person creates the same failure as the wrong person for the right role

Related Topics and Resources

Core Concepts: Leadership Development | Talent Management | Succession Planning | Working Style Assessment | Behavioral Preferences | Career Alignment | Organizational Psychology | Performance Management

Assessment Tools: Personal Style Indicator | Values Assessment | Self-Worth Assessment | Leadership Competency Evaluation | Role-Fit Analysis

Development Frameworks: Self-Awareness to Self-Management to Self-Mastery | Whole Person Development | Holistic Leadership Development | Intentional Career Planning

Next Steps

If you’re facing a promotion decision or leading an organization struggling with management transitions, start with assessment before advancement.

Understanding behavioral preferences and working styles creates the foundation for intentional alignment. Whether you’re an individual evaluating your next career move or an organization redesigning your promotion process, the principle remains the same: match people to roles based on fit, not just performance history.

For leaders and organizations looking to develop systematic approaches to promotion decisions, consider implementing working style assessments as part of your talent development process. For individuals navigating career decisions, invest in understanding your natural design before accepting your next role.

The post Your Best Performer Just Became Your Worst Manager first appeared on CRG - Consulting Resource Group.

Why You Can’t Answer the CEO’s Simple Question

Six months after investing in strengths-based development for your team, the CEO walks into your office with one question: “Did it work?”

You pull up the completion rates. Everyone finished the training. Satisfaction scores were high. Knowledge tests showed people understood their strengths.

But here’s what you can’t answer: Are people actually using their strengths? Is performance improving? Was any of this worth the investment?

The metrics you’re tracking tell you nothing about what matters.

Why Don’t Completion Rates and Satisfaction Surveys Measure Real Change?

The Problem: Completion rates, satisfaction surveys, and knowledge tests measure exposure to training content, not behavioral change or performance improvement.

Most organizations measure training the same way they measure compliance programs. Did people show up? Did they pass the test? Are they satisfied?

These metrics measure exposure, not impact.

When we complete our Personal Style Indicator, people get immediate insights about their natural predispositions. A 15-year-old can understand their personality profile in minutes. The awareness is instant.

But awareness and application are completely different things.

Example: You can know that you are a task oriented individual (not people) – but that does not mean you are aware not to book back-to-back meetings with lots of people that will drain your energy.

You can identify that detail orientation isn’t your strength. That doesn’t mean you’ll delegate the financial reporting that’s killing your motivation.

The gap between knowing and doing is where most strengths training dies.

Research confirms this disconnect. While strengths-based development shows that 67% of employees are engaged when managers focus on their strengths versus only 2% when they don’t, most organizations never measure whether managers are actually doing this.

How Reliable Are Self-Reported Strengths Metrics?

Key Finding: 95% of people believe they’re self-aware, but only 10% actually are. This gap makes self-reported strengths utilization metrics almost worthless.

Here’s the reality that makes measurement even harder.

Think about what that means for your measurement system.

If you ask people “Are you using your strengths?” most will say yes. They genuinely believe they are. But their perception doesn’t match how others experience them.

We worked with a manager who was certain she was empowering her team by giving them autonomy. When we gathered stakeholder feedback from seven team members, the consistent theme was clear: they felt micromanaged, demoralized, and disrespected.

Her self-perception was completely disconnected from her actual impact.

This is why self-awareness research shows that un-self-aware colleagues can cut a team’s chances of success in half.

Self-reported metrics about strengths utilization are almost worthless.

You need external validation, not internal perception.

What Should You Actually Measure to Prove Strengths Training ROI?

To measure whether strengths-based development is working, track these five evidence-based indicators at the six-month mark:

1. Is Your Team Actually Using Strengths Language Daily?

What to measure: How often strengths vocabulary appears in meetings, one-on-ones, and decision-making conversations.

Is the vocabulary from the training showing up in these interactions?

If people aren’t referencing their strengths profiles, they’re not using them.

This isn’t about forced adoption. It’s about whether the framework became part of how the team thinks and communicates.

2. Are People Restructuring Work Based on Their Strengths?

What to measure: Number of documented work restructures where people shifted responsibilities to align with their natural predispositions, plus manager-initiated task redistributions based on team strengths assessments.

Concrete changes in work allocation indicate real application beyond awareness.

Fred, the CEO of a credit union we worked with, made the Personal Style Indicator a cultural norm. Every single person in that 300-person organization completed it. He brought it into every management meeting. When he had one-on-ones with managers, he’d pull out both profiles and discuss connection points and differences.

Ten years later, he’d built that credit union into a billion-dollar organization. The insight was immediate. The application was sustained. The results took a decade.

3. What Are Colleagues Saying About Behavior Changes?

What to measure: Aggregated feedback from 7-10 colleagues who interact with each participant regularly, focusing on consistent behavioral themes.

This is the most critical validation metric.

Aggregate feedback from multiple people who interact with each participant regularly. Look for consistent themes about what’s different.

One person saying someone changed means nothing. Seven people noticing the same shift means something real is happening.

We don’t ask vague questions like “How are they doing?” We ask specific ones:

“What’s one behavior you’ve noticed changing?”

“Where do you still see old patterns showing up?”

We also track self-reported daily indicators, but here’s the key: we cross-reference them with stakeholder feedback.

When someone says “I listened better in meetings this week” and their team confirms “yes, they’re actually letting us finish sentences now,” you know application is happening.

When self-perception and external feedback don’t match, you know someone is checking boxes without changing.

4. Are You Seeing Less Role Misalignment Conflict?

What to measure: Decreased conflicts from role-personality mismatches, reduced frustration from detail-oriented people in big-picture roles (or vice versa), and fewer complaints about energy-draining work assignments.

Declining misalignment friction is a leading indicator of effective strengths utilization.

When someone with a value of tranquility is stuck in a conflict-heavy role, their soul erodes. When a big-picture thinker is drowning in spreadsheets, their energy tanks.

Strengths training should reduce these mismatches. If it doesn’t, people learned about their strengths but didn’t act on them.

5. Can Your Managers Actually Lead Using Strengths?

What to measure: Manager ability to articulate each team member’s specific strengths, evidence of strengths-focused development conversations, and documented staffing decisions that reference strengths profiles.

If managers can’t demonstrate these capabilities, the training didn’t transfer to the people who drive team performance.

With employee engagement at its lowest point in a decade at just 31%, the organizations that actually measure and sustain strengths-based development have a massive competitive advantage.

But only if they’re measuring the right things.

How Do You Report Strengths Training ROI to Your CEO?

The Six-Month Reality Check:

When the CEO asks if the training worked, the honest answer at six months is: “We’re tracking the right indicators, and here’s what they show.”

You show frequency of application. You show stakeholder-confirmed changes. You show role adjustments. You show reduced misalignment friction. You show manager capability.

You don’t pretend transformation is complete. You show evidence that it’s progressing.

The insight happens fast. The results take time. The measurement tracks both.

That’s how you measure strengths-based development without lying to yourself or your CEO.

Because completion rates and satisfaction scores will always be high. The question is whether anything actually changed.

And the only way to know that is to measure what matters: consistent application of accurate self-awareness in daily decisions, validated by the people who experience the impact.

Everything else is just checking boxes.

What Are the Key Metrics That Actually Matter?

Bottom line: Stop measuring training completion. Start measuring behavioral application.

The five metrics that matter:

• Strengths language frequency in daily operations
• Documented role adjustments aligned with strengths
• Multi-stakeholder validated behavior changes
• Decreased role misalignment conflicts
• Manager proficiency in strengths-based leadership

Cross-reference self-reports with external validation. Track progressive application over 6-18 months, not just completion rates.

Because knowing your strengths and using your strengths are two completely different things.

The post How to Measure Strengths Training Effectiveness Beyond Completion Rates first appeared on CRG - Consulting Resource Group.

This skill moves us from theory to action. It’s not just about recognizing what stage a group is in—it’s about helping them move forward in a healthy, intentional, and effective way.

Skill 56 – Facilitate a Group or Organization Through the Five Stages of Development

Definition:
You possess the ability to guide and support groups or organizations through the five well-known stages of team development (Forming, Storming, Norming, Performing, and Adjourning) using effective strategies, clear communication, empathy, and leadership flexibility.

Why This Skill Matters

• Unaddressed team dysfunction festers. A leader who ignores group dynamics contributes to decline, not development.
• Facilitation leads to trust. When you help a team navigate tough transitions or conflicts, you earn credibility and foster loyalty.
• Progress is not automatic. Teams don’t naturally evolve without intervention—especially in today’s remote, fast-paced, high-stakes environments.
• Organizations mirror leadership. Leaders who can facilitate change at the group level lay the foundation for large-scale transformation.

Facilitating Each Stage: Practical Strategies

1. Forming – Establish Trust and Structure

• Set expectations, goals, and purpose early.
• Host a launch session to define roles and relationships.
• Provide structured introductions or team-building exercises.
• Clarify how decisions will be made and how communication will occur.

2. Storming – Normalize Conflict and Foster Psychological Safety

• Encourage open dialogue about concerns and expectations.
• Use coaching conversations to defuse misunderstandings.
• Promote shared agreements on team norms and behaviors.
• Remain calm, consistent, and compassionate.

3. Norming – Strengthen Commitment and Identity

• Facilitate sessions where the team defines shared values and commitments.
• Begin rotating leadership or ownership roles to increase engagement.
• Celebrate emerging collaboration and acknowledge breakthroughs.
• Use assessments (like CRG’s Team or Personal Style tools) to increase mutual understanding.

4. Performing – Sustain Excellence and Agility

• Step back to allow team autonomy but be available as a resource.
• Champion their wins internally and externally.
• Encourage continuous learning and stretch goals.
• Create regular feedback loops to ensure alignment and results.

5. Adjourning – Close with Purpose and Gratitude

• Host a reflection and celebration meeting.
• Gather insights for future team efforts.
• Provide support for emotional closure, especially after long or intense projects.
• Recognize each member’s contribution and growth.

Implementation Strategies

• Use facilitative language. Ask, “Where do you see us as a team right now?” or “What do we need to move forward?”
• Model emotional intelligence. Especially in storming, leaders must remain self-aware and regulate their responses.
• Integrate learning tools. Assessments, check-ins, coaching questions, and visual frameworks all help teams process where they are.
• Stay patient but persistent. Growth takes time. Repetition and gentle redirection are key.

Leadership Practice Exercise

Choose a team you lead (or are part of). Then:

1. Identify its current stage using observable behaviors and group dynamics.
2. Write down three facilitation actions you could take this week to help the team progress.
3. Schedule a team conversation or one-on-one to introduce the concept of team development stages and invite feedback.

Sample Reflection Questions

• Which stage do you find most challenging to facilitate—and why?
• How can you use your natural leadership style to support group development?
• What tools or conversations could help your team move to the next level?

Final Thought

Facilitating through the five stages is not about controlling people—it’s about empowering growth. Your role as a transformational leader is to create the conditions where people, purpose, and performance flourish. When you do this well, you not only strengthen the team—you transform the culture.

Until next time, Keep Leading On Purpose!

PS. The Transformational Leadership Course is your next step toward greater influence and fulfillment. Take advantage of our pre-launch promotional offer of a $500 discount on this course for a limited time offer. Secure your spot now before enrollment fills! 👉 Click here

The post Transformational Leadership Series Section Five: Versatility & Organizational Development Skills: Guiding the Journey: Skill 56 – Facilitate a Group or Organization Through the Five Stages of Development first appeared on CRG - Consulting Resource Group.

Team dynamics don’t just happen randomly—they follow a predictable developmental path. Recognizing these stages gives transformational leaders the power to respond wisely and guide groups toward performance and cohesion.

Skill 55 – Recognition of Team and Organizational Development Stages

Definition
You are able to describe the steps by which a typical group progresses through its lifecycle. These stages are commonly documented by Bruce Tuckman’s work:

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Why This Skill Matters

• Teams are living systems. Just like individuals grow and evolve, so do groups.
• Misdiagnosing the stage can cause leadership breakdowns. Leaders who treat a “storming” group like a “performing” team miss critical trust-building moments.
• It provides a shared roadmap. When team members understand where they are in the journey, they can move forward together with clarity and purpose.

Breaking Down the Five Stages

To make this practical and accessible, let’s walk through each stage with leadership insights and strategies:

1. Forming –“Who are we?”

What’s happening:
Team members are just getting to know each other. There is politeness, uncertainty, and a desire to figure out roles and rules.

Leadership focus:

• Provide clarity on goals and expectations.
• Create psychological safety.
• Introduce structure and purpose.
• Be present, visible, and encouraging.

Watch for:
Low risk-taking, people holding back, frequent questions.

2. Storming –“This is harder than I thought.”

What’s happening:
Conflicts emerge. Power struggles, clashing personalities, and frustration surface. People may question the team’s direction or each other.

Leadership focus:

• Address conflicts constructively.
• Reaffirm goals and team values.
• Promote respectful dialogue.
• Model vulnerability and conflict resolution.

Watch for:
Tension, withdrawal, sarcasm, lack of trust, resistance.

3. Norming –“We’ve got this.”

What’s happening:
Members begin to align. Shared norms, trust, and a sense of belonging start to emerge. Collaboration improves.

Leadership focus:

• Reinforce positive behaviors and shared ownership.
• Celebrate small wins.
• Encourage peer-to-peer support.
• Shift from directive to facilitative leadership.

Watch for:
Increased cohesion, openness, helpfulness, team-driven problem solving.

4. Performing –“Let’s do this!”

What’s happening:
The team is operating at a high level of trust and autonomy. They’re aligned, motivated, and focused on results.

Leadership focus:

• Delegate ownership and decision-making.
• Remove roadblocks.
• Inspire continuous growth.
• Celebrate excellence and contribution.

Watch for:
Flow, synergy, accountability, innovation, strong results.

5. Adjourning –“What’s next?”

What’s happening:
The team is disbanding—whether after a project or a long-term collaboration. Members may feel a mix of pride, sadness, or uncertainty.

Leadership focus:

• Honor achievements and closure.
• Facilitate reflection.
• Encourage gratitude and learning transfer.
• Support next steps.

Watch for:
Emotion, disengagement, finality, questions about future roles.

Practical Implementation

How to use this skill as a leader:

• Diagnose your team’s stage. Reflect on the patterns, communication, and behavior dynamics.
• Adapt your leadership accordingly. Each stage requires different leadership styles and interventions.
• Normalize the process. Teach your team about the stages so they recognize them and support one another.
• Integrate with assessments. Use CRG’s team assessments or team debrief tools to identify where the group stands.

Reflection Questions

• What stage is your current team in?
• What evidence supports that conclusion?
• What leadership shifts could help your team advance to the next stage?
• How could this framework guide you in launching a new team?

Leadership Summary Table:

This foundational skill equips leaders to read the emotional and functional temperature of any group and lead with wisdom and intention. Rather than reacting to team dynamics, you’re now equipped to anticipate, understand, and guide.

Next up: Skill 56 – Facilitating a group or organization through the five stages of development.

Until next time, Keep Leading On Purpose!

PS. The Transformational Leadership Course is your next step toward greater influence and fulfillment. Take advantage of our pre-launch promotional offer of a $500 discount on this course for a limited time offer. Secure your spot now before enrollment fills! 👉 Click here

The post Transformational Leadership Series Section Five: Versatility & Organizational Development Skills Understanding Group Dynamics Skill 55 – Recognition of Team and Organizational Development Stages first appeared on CRG - Consulting Resource Group.

Let’s explore:

• Skill 53 – Skill Assessment
• Skill 54 – Skill-Shifting

Skill 53 – Skill Assessment

Definition
You are able to determine and evaluate which leadership skill(s) would be most appropriate to use in various situations and select the most suitable one(s) to apply in specific contexts.

Why it matters

• Leadership without clarity is guesswork.
  Skill assessment empowers you to step back and ask, “Which leadership tools do I need here?”
• Using the wrong skill can damage trust.
  For example, confronting someone when listening is what’s needed can shut them down.
• Every moment is different.
  High-performing leaders assess situations and select skills accordingly, instead of defaulting to what they’re most comfortable with.

How to practice Skill Assessment

1. Pause before responding. Ask yourself: What’s the outcome I want? What skill supports that best?
2. Revisit the 60 transformational skills regularly. Build fluency in your full toolkit so that no option feels unfamiliar.
3. Review key categories:
   • Self-Management
   • Interpersonal Communication
   • Coaching & Problem Management
   • Team & Consulting
   • Organizational Development & Versatility
4. Evaluate outcomes. If your approach didn’t work, ask: Was it the wrong skill for the situation?

Skill 54 – Skill-Shifting

Definition
You are able to seamlessly move within and among the transformational leadership skill sets—interpersonal communication, coaching, consulting, and organizational development—as required to achieve a successful outcome based on the needs of the individual or group.

Why it matters

• Leadership is dynamic. Static use of a single skill—even a good one—can limit impact.
• Situations evolve. An issue that begins with listening may require confrontation, then action planning.
• Shifting skills builds credibility and trust. Others see that you’re not just following a script—you’re present and intentional.

How to practice Skill-Shifting

1. Be flexible, not frantic. Effective skill-shifting is intentional, not reactive.
2. Know your categories. If someone is emotionally stuck, maybe they need empathy (Skill 25), not strategy (Skill 45).
3. Anticipate transitions. When coaching, be ready to move from exploration (Skill 26) to action planning (Skill 31).
4. Build confidence through practice. The more you implement and review different leadership skills, the more agile you’ll become.

Practice & Integration: Skill in Motion

Reflection Activity

• Think of a leadership moment that didn’t go well.
• What skill did you use?
• Looking back, what skill would have been more effective?
• How can you increase your awareness and readiness to shift in real time?

Mini Scenario Drill – Pick the Skill:
Choose the most effective skill to use in each of the following moments:

1. A team is disoriented after a major change announcement.
2. A peer is venting about repeated failures without owning their part.
3. A high-potential leader is unsure of next steps in a major project.
4. A team you lead is unclear on your vision and is losing momentum.

Answers:
1 – Change Communication (Skill 40)
2 – Confrontation (Skill 33)
3 – Coaching/Goal Setting (Skill 29)
4 – Mission, Vision & Purpose Facilitation (Skill 43)

The post Transformational Leadership Series Section Five: Versatility & Organizational Development Skills Sharpening Your Leadership Toolkit Skills 53 & 54 – Skill Assessment and Skill-Shifting first appeared on CRG - Consulting Resource Group.

Let’s explore:

• Skill 51 – Role Assessment
• Skill 52 – Role-Shifting

Skill 51 – Role Assessment

Definition
You are able to determine accurately the appropriate (or combination of) the three major roles: Communicating, Coaching, or Consulting in any given situation.

Why it matters

• Leadership is not one-dimensional. Every situation doesn’t require the same kind of engagement.
• Misapplying your role can damage outcomes. Acting as a consultant when someone needs a coach—or vice versa—can create confusion or dependence.
• Effectiveness requires discernment. Role assessment is the skill of reading what the moment truly calls for.

What are the 3 Roles?

How to practice

1. Ask: “What’s needed most right now?” Listening deeply helps you recognize the right role.
2. Consider the maturity of the individual or group. Beginners may need a consultant; experienced individuals may benefit more from coaching.
3. Clarify expectations. Ensure others know what role you’re playing to avoid mixed messages.
4. Reflect after interactions. Did you play the right role? What worked? What didn’t?

Skill 52 – Role-Shifting

Definition
You are able to shift into the appropriate role that matches the requirements of the situation and adapt to the role based on the demands and objectives of a particular situation.

Why it matters

• Situations evolve. What starts as a coaching moment may require consulting later—or vice versa.
• Rigid leaders get stuck. Great leaders are fluid and responsive, not fixed.
• Role-shifting enhances impact. It ensures the support you provide is relevant and timely.

How to develop this skill

• Get feedback from others. Ask trusted team members what role you typically play—and whether it’s effective.
• Expand your toolkit. Learn specific skills associated with each role (e.g., listening for coaches, strategic frameworks for consultants, clarity for communicators).
• Practice self-awareness. Notice when you’re defaulting to your favorite role instead of the one that’s needed.

Practice & Integration: Roles in Motion

Reflection Exercise:
Think of a recent leadership situation.

• What role did you play?
• Was it the right role for the moment?
• What could have happened if you had shifted roles mid-way?

Mini-Exercise – Role Scenarios:
Review the three short scenarios below. For each, determine the most effective role.

1. A team member asks for your help solving a recurring workflow issue.
2. A high-potential employee feels stuck and unsure about their next development step.
3. A department is unclear about the direction of a new project.

Answers:
1 – Consultant, 2 – Coach, 3 – Communicator

The post Transformational Leadership Series Section Five: Versatility & Organizational Development Skills Leading with Role Clarity and Adaptability Skills 51 & 52 – Role Assessment and Role-Shifting first appeared on CRG - Consulting Resource Group.

Let’s begin with the foundational versatility skills:

• Skill 49 – Style Assessment
• Skill 50 – Style-Shifting into the Appropriate Style Behaviors That Match the Personal Styles of Others

Skill 49 – Style Assessment

Definition
You can determine predominant personal style tendencies of another person, group, or organization to better approach and interact with their environment (people, tasks, situations, and time). This skill involves the ability to analyze and understand the dominant behavioral styles of individuals, groups and organizations.

Why it matters

• People are not the same. Effective leadership starts with understanding how others are wired.
• Misreading someone’s style leads to disconnection. Understanding style builds trust, engagement, and collaboration.
• Organizations also have “styles.” Culture, pace, priorities, and power structures shape how teams behave.

CRG’s Tool for Mastery:

To practice and develop this skill, use the Personal Style Indicator (PSI)—a globally recognized assessment that helps leaders accurately identify and understand personal style patterns. Rated the #1 personality tool by participants worldwide, the PSI goes beyond labels to provide transformational insight.

How to apply

1. Study observable behavior. Look at communication, energy, pace, and detail orientation.
2. Use the PSI assessment for deeper insights. Learn to interpret results for individuals or teams.
3. Consider group and organizational dynamics. Recognize patterns that shape team behavior.
4. Use style knowledge to increase influence. Adjust how you approach conversations, projects, and planning based on style preferences.

Authors Note: In the Self-Management Section, we discussed the importance of understanding self with the use of the Personal Style Indicator. It is our experience after using the PSI in thousands of organizations globally – only the organizations that embrace the PSI for the entire organization and make it foundational – in all hiring, on boarding, training, leadership, team building and performance management realize their full potential. In addition, there is the PSI – 360’ where individuals can get feedback from others on how they show up behaviorally in various situations with different situations.

Skill 50 – Style-Shifting

Definition
This skill refers to the capability to adjust and adapt one’s own behavior and communication style to match the preferences and needs of others.

Why it matters

• It’s not about being fake. Style-shifting is about meeting people where they are to lead more effectively.
• Inflexibility limits leadership. Those who can’t shift styles often create conflict, confusion, or resistance.
• Style-flexible leaders multiply engagement. They remove friction and increase connection.

Supporting Resources

This skill is deeply developed in my (Dr. Ken Keis’) book, “Why Aren’t You More Like Me?”, and its companion online course of the same name. Together, they guide you through the power of style-awareness and how to adjust your approach with confidence.

How to practice

1. Observe the other person’s style indicators. Are they task- or people-oriented? Fast- or slower-paced?
2. Adjust your pace, tone, and detail level. Match their comfort zone before moving them toward growth.
3. Avoid style projection. Don’t lead others based on your preferences—lead based on theirs.
4. Use PSI results to plan communication. This is especially helpful in teams and high-stakes settings.

Practice and Integration: Style in Action

Mini Exercise:
Choose three individuals on your team. For each:

• Determine their likely style using PSI principles or formal assessment
• Write down how you might need to adapt your approach when coaching or collaborating with them
• Then, try a real-life interaction using your adjusted approach and reflect on the outcome

The post Transformational Leadership Series Section Five: Versatility & Organizational Development Skills Leading with Flexibility and Insight Skills 49 & 50 – Style Assessment and Style-Shifting first appeared on CRG - Consulting Resource Group.

• Skill 47 – Lead Continuous Learning and Improvement
• Skill 48 – Building and Installing Accountability Systems

Skill 47 – Lead Continuous Learning and Improvement

Definition
The skill of leading operational teams toward a culture of continuous learning and improvement, promoting ongoing development, encouraging knowledge sharing, and fostering a growth mindset within the team.

Why it matters

• The best teams are learning teams. Organizations that learn faster outperform competitors.
• Innovation depends on iteration. Leaders must normalize trial, reflection, and improvement.
• Knowledge sharing multiplies impact. A culture of learning prevents silos and nurtures collaboration.

How to implement

1. Model learning behavior. Share what you’re learning and what you’re struggling with.
2. Facilitate regular debriefs. After projects or initiatives, reflect on what worked, what didn’t, and what’s next.
3. Celebrate lessons, not just wins. Show that learning—even through failure—is valued.
4. Encourage personal development. Provide access to courses, coaching, and books.
5. Establish internal knowledge hubs. Let team members present and share learnings with others.

Practice Activity – Regular Learning Roundtable

Schedule regular team sessions where each member shares one insight, skill, or learning from the past month—and how it applies to team improvement. Rotate facilitation each month.

Authors note: If you or your company are not investing in on going learning, then you are not supporting this skill. It has to be proactive and intentional. Our knowledge expires, meaning what we learned 5 or 10 years ago is no longer valid. So if you and your team are not continuously learning, you are falling behind.

Skill 48 – Building and Installing Accountability Systems

Definition
The ability to establish accountability systems that ensure agreement and alignment among team members, defining clear roles and responsibilities, and fostering a sense of ownership and commitment to individual and collective goals.

Why it matters

• Accountability is the glue of execution. It keeps intentions aligned with behavior.
• Without it, performance drifts. Teams that don’t track commitments tend to lose focus.
• It builds trust. When people do what they say they’ll do, relationships thrive.

How to implement

1. Define roles and responsibilities. Every team member must know what’s expected.
2. Create shared agreements. Set team norms and document commitments.
3. Implement regular check-ins. Use weekly or bi-weekly accountability meetings.
4. Use visual tracking tools. Dashboards or Kanban boards increase transparency.
5. Celebrate follow-through and coach gaps. Acknowledge success and address underperformance early.

Practice Activity – Accountability Partnership Program

Pair team members to serve as accountability partners. Each week, they check in on progress toward one key goal and offer feedback or encouragement. Rotate pairs monthly to build cross-functional understanding and ownership.

Continuous Improvement + Clear Accountability = High Performance

The post Transformational Leadership Series Section Four: Team & Consulting Skills Sustaining Growth and Accountability Skills 47 & 48 – Leading Continuous Learning and Building Accountability Systems first appeared on CRG - Consulting Resource Group.

A compelling vision and a well-aligned strategy are only as powerful as the actions taken to bring them to life. This article in the Transformational Leadership Series moves us from agreement to execution and measurement with two vital skills:

• Skill 45 – Implementation Planning
• Skill 46 – Assessing Team Performance

Skill 45 – Implementation Planning

Definition
The skill of designing and implementing effective steps, timelines, tasks, deliverables, measures, and responsibilities in a clearly documented plan necessary to achieve your stated objectives and goals.

Why it matters

• Plans reduce ambiguity. Teams operate with clarity and purpose.
• Execution drives credibility. A great strategy without action is just a wish.
• Planning increases success rates. It ensures nothing critical falls through the cracks.

How to implement

1. Break down each strategy into concrete objectives and key results.
2. Assign clear ownership to each action item—no shared accountability.
3. Set deadlines and milestones. Ensure time-bound checkpoints for progress.
4. Include resources and support. Who or what is needed to succeed?
5. Build in feedback loops. Regularly assess, adapt, and improve.

Practice Activity – Build a 90-Day Action Plan

Have your team choose one key strategic objective. Together, build a 90-day implementation plan with assigned tasks, deadlines, success metrics, and responsible individuals. Review and adjust weekly.

Skill 46 – Assessing Team Performance

Definition
The ability to systematically review, evaluate, measure, and report the effectiveness of team performance and teamwork on strategic initiatives—both short- and long-term.

Why it matters

• Measurement reveals progress and pitfalls. You can’t improve what you don’t track.
• It fosters a culture of accountability. People perform better when expectations and results are clear.
• Teams evolve. Regular assessments ensure you stay aligned and adapt effectively.

How to implement

1. Establish clear performance indicators aligned with the mission and goals.
2. Use multiple sources of input. Include self-assessments, peer feedback, and outcome-based metrics.
3. Create regular review intervals. Monthly or quarterly assessments keep momentum alive.
4. Facilitate open reflection. Ask: What’s working? What needs to change?
5. Celebrate wins and course-correct where needed.

Practice Tool – Team Performance Dashboard

Develop a shared dashboard tracking KPIs such as project delivery, collaboration scores, innovation metrics, and goal completion. Review it together at the start of each team meeting.

Planning + Measurement = Sustained Performance

The post Transformational Leadership Series Section Four: Team & Consulting Skills From Vision to Execution Skills 45 & 46 – Implementation Planning and Assessing Team Performance first appeared on CRG - Consulting Resource Group.