In this article, we explore two essential diagnostic skills:

• Informal Assessment – uncovering insights through everyday conversations and observation.
• Formal Assessment – gathering reliable data through structured tools and systems.

Skill 37 – Informal Assessment

Definition: The practice of engaging in casual, open communications—one-on-one and in teams—to understand their experiences, concerns, fears, opportunities, and ideas. This skill requires being approachable and creating space for honest dialogue.

Why it matters

• Teams are constantly communicating—whether you listen or not.
• You’ll learn more in a hallway chat or coffee break than in a meeting.
• Informal assessments build trust, reveal undercurrents, and help you stay ahead of issues.

How to implement

1. Be available and present. Create unstructured time to simply connect.
2. Use curiosity, not interrogation. Ask questions like:
   • “What’s working well for you right now?”
   • “What’s something we could improve?”
   • “What do you wish leadership knew?”
3. Read the room. Pay attention to body language, tone, and group dynamics.
4. Take notes—but don’t make it formal. Capture insights to follow up later.

Practice activity

Pick one day this week to walk through your department or team space just to connect. Initiate three brief conversations with no agenda other than to ask how things are going. Afterward, reflect: What did you learn that surprised you?

Skill 38 – Formal Assessment

Definition: Conducting systematic, structured research through interviews, surveys, diagnostic assessments, or focus groups to gather actionable data to improve individuals, teams, or the organization.

Why it matters

• Data drives clarity, and clarity drives solutions.
• Formal tools help cut through bias, assumptions, and surface-level talk.
• Leaders can only lead well with accurate, real-world feedback.

How to implement

1. Choose the right method for the question.
   • Survey for broad trends
   • Interviews for depth
   • Focus groups for collaboration
   • Assessments for benchmarked insight
2. Ensure anonymity where needed. This encourages honest responses.
3. Use validated tools. At CRG, our suite of assessments (e.g., the Leadership Skills Inventory, Values Preference Indicator, Team Values Indicator, Personal Style Indicator) provides high-value insights for individuals and teams.
4. Analyze and communicate findings. Make results easy to understand and actionable.

Exercise – Mini Audit

Choose one team, department, or project. Ask yourself:

• What do I know to be true based on evidence?
• What am I assuming?
• What would I want to learn through a formal tool?

Now, design three questions you could include in a team pulse survey or informal interview—and try them out.

The Assessment Advantage

Informal and formal assessments don’t compete—they complement each other.

• One builds culture.
• The other builds clarity.
  Together, they give you the whole picture—and that’s where transformational leadership begins.

Authors Note:

One of our consulting clients was an automotive dealership where the owner was frustrated with his sales teams lack of follow-up. After doing an investigation we discovered that doing follow-up calls was nearly impossible as the owner had only one outbound phone line – as he was saving money on costs. It was only after doing an assessment did we confirm the root cause of the behaviors – which was not enough resources to fulfill his expectations.

Coming next: Skills 39 & 40—Facilitating Change and Communicating Change.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series – Section Four: Team & Consulting Skills Understanding What’s Really Going On Skills 37 & 38 – Informal and Formal Assessment first appeared on CRG - Consulting Resource Group.

These next two skills build your discernment and leadership maturity:

• Immediacy – naming what’s happening right now in the room.
• Referral – recognizing when an issue exceeds your expertise and connecting the person to a more qualified helper.

Skill 35 – Immediacy

Definition: Helping others get unstuck by pointing out, promptly and constructively, the problem behaviours or emotional dynamics that are hindering progress—especially those happening in the moment.

Why it matters

• Stuck conversations often stem from unspoken tension.
• Growth happens faster when issues are addressed in real-time.
• Ignoring visible resistance, conflict, or discomfort undermines your leadership credibility.

How to implement

1. Observe the moment: “I notice there’s a shift in your energy as we discuss this…”
2. Name the behaviour without blame: “You’ve gone silent—can we talk about that?”
3. Invite engagement: “What’s going on for you right now?”
4. Hold space: Stay present and listen deeply.
5. Move forward together: “How do you want to proceed from here?”

Practice exercise

In your next leadership conversation, try naming a subtle dynamic you observe in the moment (tone shift, body language, sudden resistance). Reflect afterward: What happened? Did naming it help?

Authors Note: This skill is about the leader being timely. I recall a supervisory waiting 2 weeks to provide feedback about a negative customer interaction. The employee has little recollection of the event so feedback at this stage is too late to be effective. We personally had a staff member who had conduct we did not appreciate but it took me 3 weeks to have enough courage to confront the team member. Again too late.

Skill 36 – Referral

Definition: The ability to recognize when a person needs professional help beyond your role or expertise—and facilitating an effective referral.

Why it matters

• Not all problems are coaching or leadership problems.
• Emotional, psychological, or legal issues require trained specialists.
• Making referrals builds trust, protects the individual, and keeps you in your lane.

When to refer

• The issue is clinical (mental health, trauma, addiction).
• You feel out of your depth.
• Progress has stalled despite your best efforts.
• The person expresses harm to self or others.

How to implement

1. Normalize it: “This is something a lot of people seek support for.”
2. Be compassionate: “You don’t have to go through this alone.”
3. Have resources ready: Provide reputable, accessible options.
4. Follow up appropriately: Check in without crossing professional lines.

Activity – Build Your Referral List

Create a list of 3–5 trusted local or online professionals or services in the following categories:

• Mental health
• Conflict mediation
• Legal counsel
• Career coaching
• Addiction counselling

Ensure you feel confident referring to each and understand their intake process.

Leading with courage and wisdom

• Immediacy brings truth into the moment.
• Referral models humility and responsibility.

Great leaders don’t do everything—they discern what needs to be done and by whom.

Next in the series: The beginning of Section Four—Team & Consulting Skills. We’ll explore how to assess team dynamics informally and formally.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series Timely Truth and Knowing When to Step Aside Skills 35 & 36 – Immediacy & Referral first appeared on CRG - Consulting Resource Group.

• Confrontation – naming self-defeating behaviour so growth can begin.
• Self-Sharing – offering relevant stories from your own journey to spark insight in others.

Used together, they keep relationships truthful, human and forward-moving.

Skill 33 – Confrontation

Definition: Facilitating self-reflection by helping people see behaviours, attitudes or blind spots that are holding them (and the team) back.

Why it matters

• Unaddressed issues erode trust, performance and culture.
• Most people can’t see their own blind spots.
• When truth is delivered with respect, people feel valued—not attacked.

How to implement

1. Check motive: Is my goal to help, not to win?
2. Describe behaviour, not identity: “I’ve noticed deadlines are slipping,” not “You’re unreliable.”
3. Share impact: “When reports are late, the whole project stalls.”
4. Invite reflection: “What do you think is causing this?”
5. Offer support: “How can I help you succeed?”

Practice exercise

Pair role-play – One person practices a 2-minute confrontation using the steps above; the partner provides feedback on clarity, tone and empathy.

Authors Note: This is one of the most difficult skills for me to implement – even though I am naturally direct and seen as a courageous person. Growing up my family had lots of conflict and we survived by avoiding and hiding. So when I got into business leadership it took every ounce of fortitude to follow through and implement this step. If you are hesitant to lean into this skill – I encourage you to look deeper to discover any potential reason why you are avoiding confrontations or difficult conversations.

Skill 34 – Self-Sharing

Definition: Offering brief, purposeful stories from your own experience to help others gain perspective and hope.

Why it matters

• Builds credibility: “You’ve walked this path.”
• Normalizes struggle and failure.
• Shows the learner a concrete example of resilience or change.

How to implement

1. Keep it relevant: The story must connect to their challenge.
2. Stay concise: 2–3 minutes, highlight the lesson.
3. Focus on learning, not ego: Centre the takeaway, not your heroics.
4. Bridge back: “What parallels do you see with your situation?”

Practice exercise

Write a short story using the template:

1. Situation: Where were you stuck?
2. Struggle: What made it hard?
3. Shift: What insight or action changed things?
4. Success/lesson: How did it turn out, and what can others learn?

Share it with a peer; ask if the lesson felt clear and helpful.

Authors Note: As a professional speaker, coach, mentor and trainer I have found that personal stories that related to issue at hand are very powerful and impactful. In fact, stories are remembered far more than most talking points.

Working in tandem

1. Confrontation opens the door by naming the issue.
2. Self-Sharing shows a path forward through relatable example.

Together they create a safe, honest space where people can face reality and believe change is possible.

Next in the series: Skill 35 (Immediacy) & Skill 36 (Referral) – knowing when to speak up in the moment and when to call in outside help.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series Courageous Conversations: Creating Growth Through Honesty and Story Skills 33 & 34 – Confrontation & Self-Sharing first appeared on CRG - Consulting Resource Group.

This is where real transformation begins—moving from insight and intention into daily behavior and outcomes.

Skill 31: Action Planning

Definition: Exploring and evaluating specific pathways and steps required for achieving goals, and developing effective action plans.

Action planning is the bridge between “I want to” and “I will.” Transformational leaders work with individuals to break their goals into manageable parts—assigning priorities, identifying resources, and creating accountability.

Why It Matters

A well-crafted action plan:

• Turns large, intimidating goals into achievable milestones
• Identifies obstacles and required supports ahead of time
• Improves clarity, confidence, and follow-through
• Ensures alignment between personal development and strategic objectives

Without a plan, even highly motivated individuals will likely lose momentum.

How to Implement

• Break it down: Convert each goal into steps and stages.
• Timeline mapping: Define clear timelines and deadlines for each step.
• Assign accountability: Who will do what? When? With whom?
• Identify barriers and supports: What might get in the way—and what will help?
• Visualize success: Use tools like Gantt charts, checklists, or tracking dashboards if helpful.

Practice Exercise

Action Plan Template:

1. Goal:
2. Step 1 – First Action:
3. Deadline for Step 1:
4. Support/Resources Needed:
5. Potential Obstacles & Mitigation Strategy:
6. Next Steps:
7. Success Indicator/Tracking Method:

Have the participant complete this in a coaching or team development session. Revisit regularly.

Authors Note: Today with AI there are several options that are emerging when you can use an AI app to be part of the planning, accountability, implementation tracking and reminder to your goals. Do your own research to find the best solution for you.

Skill 32: Implementing Action Plans

Definition: Increase the success rate of goal achievement through easy-to-follow, detailed instructions which include follow-up, coaching, and support.

Creating a plan is only half the battle. As a coach or supervisor, your role is to help individuals build momentum and stay accountable to their commitments. Implementation is the real test of leadership—where follow-through determines whether the vision becomes reality.

Why It Matters

Even the best plans fail without consistent action and feedback. Implementation is where:

• Leaders build habits that lead to results
• Course corrections can be made in real time
• Accountability strengthens confidence and competence
• Progress becomes visible, measurable, and motivating

How to Implement

• Follow-up consistently: Weekly or biweekly check-ins reinforce accountability.
• Celebrate wins: Even small achievements should be acknowledged.
• Adjust the plan as needed: Plans aren’t rigid—they’re responsive.
• Coach through setbacks: Use missed deadlines or obstacles as coaching moments.
• Use visual tracking: A visible progress chart or tracker keeps the plan top of mind.

Practice Exercise

Weekly Implementation Review:
Ask participants or team members to reflect each week:

1. What did I commit to doing this week?
2. What did I complete?
3. What didn’t get done and why?
4. What is my next step?
5. What support do I need?

This review process not only improves performance but builds self-leadership and trust.

From Paper (including digital) to Progress

Action Planning is the blueprint. Implementing Action Plans is the build. In the coaching and leadership process, these two skills drive real-world change—taking the clarity of defined goals and shaping daily behaviors that align with success.

With the right support, structure, and accountability, leaders can help individuals move forward with confidence and consistency.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series From Vision to Execution: Making Progress Practical Skills 31 & 32: Action Planning & Implementing Action Plans first appeared on CRG - Consulting Resource Group.

These two skills are especially vital in coaching and supervisory roles, where development, growth, and performance improvement are ongoing expectations.

Skill 29: Goal-Setting

Definition: Identify specific, realistic, and motivating outcomes with timelines that support the organization’s and your mission, vision, and values.

Transformational leaders know that generic intentions (“I want to improve”) rarely lead to change. Instead, meaningful progress comes from  PACT – Purpose, Actionable, Continuous, Trackable  goals that align with an individual’s values and the organization’s broader purpose.

In a coaching or supervisory context, goal-setting isn’t just about task completion—it’s about defining success in a way that’s motivating and directional.

Why It Matters

Without clear goals, individuals lack focus, accountability, and direction. Setting effective goals:

• Boosts motivation
• Creates a sense of purpose
• Provides a roadmap for success
• Encourages alignment between individual development and organizational strategy

How to Implement

• Start with “why”: Help individuals understand the purpose behind each goal and how it aligns with their values and role.
• Use PACT criteria: Guide the individual in setting Purposeful, Actionable, Continuous and Trackable goals.
• Break large goals into steps: Create short-term objectives that build confidence and momentum.
• Tie goals to the bigger picture: Ensure the goals support both personal development and the organization’s mission and values.

Practice Exercise

Goal Design Template:
Have the participant complete the following:

1. Goal Statement: What do I want to achieve?
2. Why is this important to me?
3. How will I know I’ve achieved it? (Measures)
4. What resources/support do I need?
5. Timeline or milestones:
6. Alignment check: How does this goal align with our mission/vision/values?

Skill 30: Goal Ownership

Definition: Able to assume responsibility for taking action and achieving objectives, and capable of helping others do the same.

Once goals are defined, transformational leaders ensure that individuals own them—not just in words, but in follow-through. Ownership is the bridge between ideas and outcomes. It requires personal accountability, self-leadership, and often, the courage to navigate obstacles without waiting for permission.

In coaching, this means moving from “we talked about this” to “you committed to this.”

Why It Matters

Great goals with no follow-through are worse than no goals at all—they foster disappointment and distrust. When individuals own their goals:

• They take initiative and act without constant prompting
• They’re more resilient when obstacles appear
• They’re invested in the outcome, not just compliant with expectations

How to Implement

• Set clear commitments: Document who will do what by when. Be specific.
• Use accountability checkpoints: Regular check-ins keep goals visible and progress measurable.
• Celebrate progress and reflect on setbacks: Ownership means learning from both.
• Challenge excuses gently: Reframe obstacles as learning opportunities and invite reflection.
• Ask commitment questions: “On a scale of 1–10, how committed are you to this goal?” Follow up with, “What would move that number closer to a 10?”

Practice Exercise

Commitment Contract:
After setting the goal, ask the coachee or employee to write a brief commitment statement including:

• The goal
• Why they own it
• What they will do to stay accountable
  Have them share this with their coach or supervisor and revisit it regularly.

Moving from Planning to Progress

Goal-Setting defines the path. Goal Ownership ensures that someone is walking it. Together, these skills are the heartbeat of effective coaching and leadership—translating insight into inspired action.

As a transformational leader, your ability to help others set meaningful goals and follow through on them is one of your greatest contributions to individual and organizational growth.

Next, we’ll explore Skill 31: Action Planning and Skill 32: Implementing Action Plans—the hands-on mechanics of moving goals into day-to-day activity.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series From Clarity to Commitment: Turning Insight into Action Skills 29 & 30: Goal-Setting & Goal Ownership first appeared on CRG - Consulting Resource Group.

One of the most common leadership mistakes is attempting to solve a problem before it’s clearly defined—or worse, solving the wrong problem altogether. Effective coaching and transformational leadership require us to slow down, clarify, and then engage others in full ownership of both the issue and its resolution.

In this article, we explore Skill 27: Problem Specification and Skill 28: Problem Ownership—two essential steps that move individuals from insight to responsibility and action.

Skill 27: Problem Specification

Definition: Identify and define correctly the nature, cause(s), and implications of a given problem to be able to effectively problem-solve.

Once a challenge has been explored, it’s time to help the individual move from general confusion to specific clarity. Problem Specification is about accurately identifying what the real issue is, where it stems from, who is involved, and why it matters.

Leaders often make assumptions or accept vague language (“I’m overwhelmed,” “It’s just not working”) without pressing further. Problem specification demands precision.

Why It Matters

Clarity is power. Without a clear definition of the problem, coaching conversations become circular, solutions are ineffective, and progress stalls. But when someone can name the real issue—without exaggeration, blame, or distortion—solutions become obvious and actionable.

A well-specified problem also allows for appropriate prioritization and strategy alignment.

How to Implement

• Encourage specificity: Ask questions like “What exactly is happening?” “When does it happen?” “Who is involved?” “What are the consequences if this continues?”
• Use structured tools: Encourage frameworks like SWOT (Strengths, Weaknesses, Opportunities, Threats), cause-and-effect diagrams, or flowcharts to break down complex issues.
• Distinguish symptoms from root causes: Ensure the stated problem is not merely a surface-level symptom. Use earlier exploration work (Skill 26) to cross-reference deeper factors.
• Clarify what’s at stake: Help the individual articulate why this matters—what’s being lost, delayed, or compromised.

Practice Exercise

Problem Precision Drill: Invite the coachee to write down their challenge in one sentence. Then ask them to revise it three times, each time making it more specific and measurable. This develops clarity and insight.

Authors Note: Years ago when I was the number one sales rep for a national company then my sales performance dropped steeply. The sales manager could have assumed what was contributing to my decline and told me to smarten up and get back to selling, but that would not have worked! Why? Because the reason for my collapse was personal after my separation with my fiancée. The point being it is VERY important to confirm the real reason for an issue or a problem – don’t make assumptions!

Authors Note: One personal example was years ago when I was a sales rep for a national company my performance was number one in the company but it dropped steeply. The sales manager could have assumed what was contributing to the situation and told me to smarten up and get back to selling but that would not have worked because the reason for my decline was personal after the separation with my fiancée. It is VERY important to get the real reason for an issue or a problem.

Skill 28: Problem Ownership

Definition: Willing to take responsibility for your own actions and outcomes, and able to help others do the same.

Now that the problem is clear, the transformational leader must guide the individual toward ownership. This is where accountability is born—not from blame, but from personal agency. It’s the shift from “This is happening to me” to “I have a role in this, and I can change it.”

Ownership is not about fault—it’s about power. Only when a person owns the problem can they own the solution.

Why It Matters

Lack of ownership leads to passivity, deflection, and stagnation. In contrast, when individuals accept responsibility for their part in the challenge, they become empowered to take meaningful action. Leaders who foster ownership build cultures of integrity, initiative, and resilience.

This skill is especially important in supervisory or coaching relationships where growth and accountability are the objectives.

How to Implement

• Ask responsibility-based questions: “What part of this do you control?” “What choices led to this point?” “What can you do differently moving forward?”
• Model vulnerability: Share your own moments of growth where ownership made a difference.
• Distinguish between fault and responsibility: Help others see that even if they didn’t cause the problem, they can choose how to respond to it.
• Set ownership expectations: Make it clear that without ownership, forward momentum will be limited.

Practice Exercise

Responsibility Mapping: Have the individual list all the factors influencing the problem. Next to each, have them rate how much control or influence they have over it (low, medium, high). Then focus the conversation only on those in the medium or high category. This shifts the energy to what they can do.

From Awareness to Action

With Problem Specification, the individual becomes clear about what they’re facing. With Problem Ownership, they become empowered to change it. These two skills work together to transition from exploration to action—anchoring growth in clarity and accountability.

As a transformational leader, when you help others see their situation clearly and own their path forward, you unlock the power of internal motivation and resilience.

Next, we’ll explore Skill 29: Goal-Setting and Skill 30: Goal Ownership—where clarity and accountability turn into inspiring, forward-focused action.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series From Clarity to Commitment: Empowering Others to Own Their Growth first appeared on CRG - Consulting Resource Group.

Empathy and Exploration: Unlocking Growth Through Deeper Connection
Skills 25 & 26: Advanced Empathy & Problem Exploration

In the fast-paced and high-pressure environments we lead in today, leaders often default to efficiency over empathy, solutions over listening. But transformational leaders understand a deeper truth: meaningful growth—whether in individuals, teams, or organizations—requires meaningful connection. In this article, we explore Skill 25: Advanced Empathy and Skill 26: Problem Exploration—two foundational competencies that allow leaders to coach others effectively by building trust and uncovering what truly needs to be addressed.

Skill 25: Advanced Empathy

Definition: Demonstrate accurate understanding of deeper feelings and thoughts in order to connect with others emotionally.

At the core of every effective coaching or problem-solving conversation is one essential skill: advanced empathy. Unlike surface-level sympathy or vague understanding, advanced empathy is about truly feeling with another person. It’s about naming the emotions beneath the surface, showing them you not only hear their words, but understand their inner experience.

Transformational leaders use advanced empathy to break down walls of resistance. When a person feels seen and understood at a deeper level, defensiveness melts and openness begins. This is where real growth can happen.

Why It Matters

According to Daniel Goleman’s research on Emotional Intelligence, empathy is one of the five key components of effective leadership. Teams with empathetic leaders experience higher engagement, retention, and performance. But advanced empathy takes this even further—requiring presence, intuition, and the courage to reflect what others may not yet be able to articulate.

How to Implement

• Slow down: Empathy is not rushed. Tune into both what’s being said and what’s not being said.
• Reflect back deeper meaning: “It sounds like underneath your frustration, there’s a sense of disappointment. Is that right?”
• Practice emotional vocabulary: Expand your emotional language to better name the complex feelings others express.
• Be fully present: Eliminate distractions and give the person your full attention—body, mind, and heart.

Practice Exercise

Model & Reflect: Practice a 10-minute conversation where your only goal is to reflect what the other person is feeling—without offering advice or shifting focus. Afterward, ask: “Did you feel understood?” Use their feedback to improve your clarity and presence.

Skill 26: Problem Exploration

Definition: Able to guide (facilitate) others through a process that enables them to identify the internal root cause(s) of their external (observed) problems, and/or issues preventing them from achieving their full potential.

Once emotional trust is built through advanced empathy, the next step in the coaching journey is effective problem exploration. Most people present symptoms, not root causes. As a transformational leader, your role is to gently guide others to look beneath the surface and explore what’s really driving their challenges.

This isn’t about interrogating or solving the problem for them—it’s about facilitating their insight.

Why It Matters

Leaders who skip the exploration phase and rush to solutions often find the same issues resurfacing later. Real transformation happens when individuals take ownership of the true source of their blocks—be it fear, mindset, unresolved conflict, or misalignment with values or purpose.

Problem exploration builds the foundation for sustainable change and personal responsibility.

How to Implement

• Use powerful, open-ended questions: “What do you believe is at the heart of this challenge?” or “How long has this been an issue for you?”
• Listen for patterns: Is this a recurring theme? A repeated frustration? What beliefs may be fueling it?
• Hold the silence: Sometimes, insight needs space. Don’t rush to fill the quiet.
• Encourage self-assessment: Ask the individual to reflect on internal factors (habits, fears, assumptions) that may be contributing to the external problem.

Practice Exercise

Guided Root-Cause Discovery: Use the “5 Whys” technique in a conversation. Ask “Why is this a problem?” then repeat the “why” question up to five times based on each previous answer. Debrief together to see what new insights emerge.

Bringing It Together

Skills 25 and 26 work in powerful tandem. Empathy builds the connection. Exploration facilitates the transformation. One without the other is incomplete. But together, they unlock trust, insight, and ownership—three pillars of lasting change.

As a transformational leader, your ability to master these coaching skills will elevate every conversation you have, every individual you guide, and every challenge you face with your team.

Next up, we’ll explore Skill 27: Problem Specification and Skill 28: Problem Ownership—turning clarity and responsibility into forward momentum.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series Section Three: Coaching, Counselling & Problem Management Skills first appeared on CRG - Consulting Resource Group.

Congratulations on reaching the final article in Section Two: Interpersonal Communication Skills of the Transformational Leadership Series. You’ve built a foundation of trust, empathy, presence, and clarity. Now we conclude this section by stepping into one of the most misunderstood—and most powerful—responsibilities of a transformational leader: catalyzing growth in others through courageous communication.

In this article, we’ll explore:

• Skill 23: Confrontation — I provide constructive feedback, guidance, and positive support when addressing issues or concerns, promoting growth and development in others.
• Skill 24: Challenging — I encourage and assist others in recognizing their strengths and opportunities to capitalize on their unrealized potential, guiding them toward positive changes.

These are not combative skills—they are developmental tools rooted in care, truth, and accountability.

Skill 23: Confrontation — Speaking the Truth with Support and Strength

What This Means

Confrontation, when done well, is not about conflict—it’s about clarity and care. It’s the willingness to address issues, behaviors, or concerns directly, with the goal of promoting awareness, correction, and growth.

Transformational leaders confront not to criticize, but to coach. They speak truth wrapped in support. They confront with the intention to build up, not tear down.

True confrontation says, “I care too much to stay silent.”

Why It Matters

Avoiding confrontation leads to unresolved tension, poor performance, and broken trust. But when done well, confrontation:

• Clarifies expectations and boundaries
• Builds a culture of honesty and responsibility
• Demonstrates courage and integrity in leadership

The absence of confrontation is not kindness—it’s neglect. Growth requires truth.

How to Implement

1. Check Your Motive: Ask yourself, “Am I confronting to help this person grow—or to release my frustration?”
2. Lead with Care, Not Criticism: Start with a commitment to the relationship: “I want to have an honest conversation because I care about your success.”
3. Be Specific and Solution-Oriented: Don’t generalize. Point to specific behaviors and offer a clear path forward.
4. Maintain a Calm, Respectful Tone: Your demeanor should communicate support, not aggression.
5. Follow Through: Don’t drop the issue after the confrontation. Offer support and accountability as the person grows.

Leaders who confront with courage and kindness build teams marked by trust, clarity, and forward movement.

Author Note: Many leaders fail to confront unacceptable conduct and through this sin of omission they have condoned or endorsed the conduct.

Skill 24: Challenging — Calling Out Potential with Purpose

What This Means

Challenging is the forward-focused complement to confrontation. While confrontation addresses what needs to change, challenging inspires someone toward what they can become. It’s about seeing more in someone than they currently see in themselves—and boldly calling it out.

This is not about pushing people past their limits. It’s about believing in their potential and inviting them to rise.

Transformational leaders are opportunity-spotters. They say, “I see something in you—and I believe it’s time for you to grow into it.”

Why It Matters

People often settle for less than their potential simply because no one ever challenged them to more.

When leaders challenge wisely:

• They activate confidence and ambition in others
• They create growth cultures, not comfort zones
• They multiply leadership and talent across the organization

Challenging isn’t pressure—it’s permission to grow.

How to Implement

1. Identify Hidden Potential: Look for strengths, talents, or traits that the person may not fully see or own.
2. Frame the Challenge as an Opportunity: Say, “I believe you’re ready for something bigger.” Paint a compelling picture of what’s possible.
3. Balance Encouragement with Expectation: Don’t coddle, but don’t condemn. Be supportive and clear.
4. Provide a Next Step: Challenges without pathways create overwhelm. Show them how to begin the stretch.
5. Stay Involved: Offer coaching, feedback, and accountability as they step forward.

When you challenge others with belief and clarity, you elevate not just performance—you elevate people.

Final Thoughts: Truth + Vision = Growth

Confrontation and challenging are not about control—they’re about calling others to growth through truth and belief. When done well, they help you:
✔ Strengthen accountability without diminishing dignity
✔ Multiply the growth capacity of your team
✔ Build a culture where people are stretched and supported

And that brings us to the end of Section Two: Interpersonal Communication Skills.

From self-disclosure to challenging, you’ve now developed the core interpersonal tools needed to build relationships of trust, influence, and transformation.

All of these skills are outlined in our Transformational Leadership Online Course look forward to many of you joining us.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series: Section Two — Interpersonal Communication Skills first appeared on CRG - Consulting Resource Group.

Welcome back to Section Two of the Transformational Leadership Series. As we near the conclusion of this section on Interpersonal Communication Skills, we now turn to two skills that define the heart of mature, effective leadership communication:

• Skill 21: Responding — I accurately convey my understanding of others’ feelings and circumstances, providing appropriate responses that demonstrate empathy and support.
• Skill 22: Assertiveness — I express myself honestly and kindly, avoiding the use of “put-downs,” while asserting my needs, opinions, and boundaries in a respectful manner.

If previous skills were about listening and observing, these next two are about what you say and how you say it—with empathy and clarity.

Skill 21: Responding — Leading with Empathy and Understanding

What This Means

Responding is more than just offering a reply—it’s the intentional act of letting someone know they’ve been heard, understood, and valued. It’s the bridge between listening and action.

Effective responding involves acknowledging both the content of what someone has said and the emotion behind it. It demonstrates not only that you were paying attention, but also that you care.

Responding is a leadership behavior that builds emotional safety and invites continued openness.

Why It Matters

When people don’t feel heard, they shut down. But when leaders respond with accuracy and empathy, they:

• Build stronger relationships
• Resolve conflict more effectively
• Foster a team culture of trust and openness

Good listening without good responding is incomplete. It’s your response that signals how much the other person truly matters to you.

How to Implement

1. Acknowledge Both Feelings and Facts: Respond with statements like, “It sounds like you’re frustrated with how that was handled—I appreciate you bringing it up.”
2. Avoid Premature Fixing: Let people finish before offering solutions. Often, they need empathy more than answers.
3. Match Tone to Context: Be warm, calm, and engaged—tone matters as much as content.
4. Practice Reflective Responses: “So what I’m hearing is…” or “It seems like what’s really important to you is…”
5. Validate Experience, Even if You Disagree: You can empathize with how someone feels without agreeing with their interpretation.

When your response shows that you truly understand, people begin to trust—and transformation becomes possible.

Skill 22: Assertiveness — Speak with Clarity, Lead with Respect

What This Means

Assertiveness is the ability to express yourself honestly and respectfully, without aggression, apology, or passive avoidance. It means owning your thoughts, feelings, and needs—and communicating them in a way that maintains both dignity and connection.

Assertiveness is not about dominance. It’s about clarity, courage, and mutual respect. It’s the confident middle ground between passivity and aggression.

Why It Matters

Leaders who lack assertiveness:

• Avoid tough conversations
• Harbor unresolved tension
• Struggle to set boundaries and maintain respect

Leaders who are overly aggressive:

• Create fear
• Damage relationships
• Undermine trust

Assertive leaders, however:

• Model respectful communication
• Foster a culture of honesty and accountability
• Establish healthy boundaries without blame or drama

Assertiveness is the secret sauce of courageous conversations.

How to Implement

1. Use “I” Statements: Speak from your own perspective. For example, “I feel concerned when deadlines are missed,” instead of “You always drop the ball.”
2. Practice Clear Boundaries: “I’m available to discuss this until 4 p.m.” is more powerful than vague openness.
3. Stay Calm and Respectful: Even when addressing conflict, remain composed and kind.
4. Don’t Apologize for Taking Space: Being direct doesn’t require being defensive.
5. Model the Behavior You Expect: If you want open, respectful dialogue, you must lead with it.

Assertiveness communicates: “I respect myself, and I respect you.” And that’s the hallmark of transformational leadership.

Author’s Note: A person has a natural assertiveness level which is highly impacted by their Personality and we recommend you complete the Personal Style Indicator to reveal your natural assertiveness levels. However, we are complex beings and many factors contribute to our ability to speak up. Personally, I grew up in a home where there was a lot of conflict. We survived as kids by being invisible. Later in life, as an adult there were many situations – mostly family related – where I had to learn how to be assertive and we encourage that you check in on your levels as well.

Final Thoughts: Connect Deeply, Speak Boldly

Responding and assertiveness are complementary leadership skills. Together, they allow you to:
✔ Respond to others with empathy and accuracy
✔ Express yourself with clarity and confidence
✔ Build a culture of trust, honesty, and healthy dialogue

In our final article for this section, we’ll conclude with:

• Skill 23: Confrontation
• Skill 24: Challenging

These final interpersonal skills are about providing feedback, support, and guidance that inspire real growth.

You’re building leadership that both listens and speaks with purpose.

Until next time, Keep Living On Purpose!

PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.

The post Transformational Leadership Series: Section Two — Interpersonal Communication Skills first appeared on CRG - Consulting Resource Group.