I’ve been asked a few times for my top tips as a leader. I always start with the same reflection: my own definition of leadership continues to evolve. Even after years in senior roles, I am still learning - about how I show up, what people need from leaders now, and hot to coach others through their own gaps and opportunities.
What I know for certain is this: Leadership is not tied to seniority.
It is a way of operating. You can find leaders anywhere is an organisation.
Four behaviours that define strong leadership.
Through my experience and in coaching leaders across sectors, these four behaviour repeatedly come up - both as strengths and common gaps
1. They generate clarity.
They help others understand where they are headed and why it matters. This matters even more in today's environment, when uncertainty is constant and teams can feel overwhelmed. Clarity is not a luxury; it is an anchor.
2. They generate energy.
Clarity only works when people have the energy to move towards it. Leaders bring in conviction, optimism and momentum - especially in the messy middle when progress can feel slow. This can often be underestimated the value of this.
3. They deliver success.
They turn ambition into outcomes. They take accountability and define success that is meaningful, not just numerical and that resonates for their teams. Increasingly, leaders are navigating competing priorities, tighter resources and heightened expectations. Delivering success now requires even stronger discipline and focus.
4. They build talent.
This is often where leaders day they 'don't have the time' , yet it is what sustains impact over the long term. Great leaders spot potential, offer stretch and create conditions for others to grow - often letting go selflessly of their talent to enable this to happen.
Change is the new normal
The environment leaders operate in today is different.
Teams are stretched. Priorities shift rapidly. Change is no longer episodic - it is continuous.
As responsibilities increase, leadership becomes less about the work and more about how you steward others through change. In most organisation the “leaders in the middle” make the difference between change that takes root and change that quietly dies.
Managers may implement change. Leaders own it.
They understand why it matters, communicate it clearly, and help others navigate the discomfort that comes with transition.
Working with leaders - this is where they often feel the weight most - not in strategy, but in sustaining belief and momentum when the path forward is unclear.
Still learning
Even with experience, I still get things wrong. I still reflect on decisions that could have been handled differently. I still catch myself moving too fast or staying quiet when I should have spoken.
The learning never stops and this is what keeps leadership interesting.
The real differentiators are humility and curiosity. The leaders who grow most are the ones who stay open to feedback, who ask questions rather than defend their position, and who recognise that none of us ever have all the answers.
Reflection for the week
Where do you see opportunities to bring more clarity, energy, success, or talent to your work — regardless of your role or title?
And which of these four behaviours do you want to strengthen next?
Warmly,
Liz
Strategic Advisor | Former CEO | Founder, Volante
Based in Kenya, available globally
