In celebration of National Nurses Week 2017 I’d like to share a story from my early career (nurses wore caps in those days) that’s still imprinted on my memory.

At the time I considered myself to be lucky to have Jerome as a mentor, however, I did not realize the impact he would have on my approach to nursing. While I was learning the ropes of my new role he supported me every step of the way, while also encouraging and challenging me to define my own practice.

It is commonly accepted that self-reflection is essential for effective leadership. Through looking inward we come to know our unique perspective, which is the foundation for understanding the driving forces behind our behaviours, our relationships, and our choices. More importantly, this understanding is the catalyst for the ability to see perspectives beyond our own.

Leadership is an indispensable element of any successful organization, and improving the impact of leadership is essential for an engaged and effective team. Too often, we as leaders are preoccupied with a number of accountabilities on any given day. However, it is worth asking if, and how, these accountabilities are building the future of the organization. Many leaders become distracted and devote their time, energy, and focus to activities that have no real impact on success.

It is often challenging to maintain relationships when moving to a new leadership role. Suddenly, your colleagues see you in a new light, you have become “the boss”. Unfortunately, this perspective can come with baggage. Your colleagues may feel that they can no longer speak openly with you, express their concerns honestly, or even have fun around you. People may feel that they have to exercise caution when interacting with you, unsure how to approach you in this different type of relationship.

How do you stop chasing leadership? By getting back to the basics and seizing the opportunity to intentionally be the person on the outside that you are on the inside, your whole self.

In leadership, asking the right questions is a powerful tool. Great leaders recognize that, as individuals, they will never have the answers to every issue or challenge. These same leaders know that they can get the information they need for finding solutions from their employees and colleagues through asking questions.

Having an awareness of our underlying desires when setting a goal is valuable information, as it attaches real meaning to the goal. It enables our ability to ensure that the goal itself is in alignment with our values and vision for life and work. If there is not alignment, then the goal needs to be reevaluated.

Being present requires an awareness of the factors that are driving your focus from the present. Are you thinking of past situations with regret and wishing for a better outcome? On the other hand, are you thinking of an upcoming presentation, feeling anxious and worrying about doing poorly? Or, are you simply running through your do-to list over and over?

Drew Dudley makes this powerful statement, “If we can change one person’s understanding of what they are capable of, one person’s understanding of how much people care about them, or one person’s understanding of how powerful an agent for change they can be in this world”, we are, in fact, changing the world. Leadership isn’t about the corner office or the pay cheque, it’s about the everyday, simple acts that make a difference in the lives of others.

Adaptive leadership generates a capacity for progressive changes to occur, not a passive dependency to watch and wait.

It all begins with an idea.