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When you’re hiring a new employee, you don’t want them to feel like they’re walking on eggshells. But too often, new hires feel uncertain and underprepared. Your traditional approach to onboarding probably covers the basics but fails to build trust, provide job clarity, or address issues before they escalate. At The Metiss Group, we know onboarding done right is the difference between short-term retention and long-term impact. That’s why our service, The Accountability System™, goes beyond the basics, offering a proven, year-long program that strengthens relationships, ensures clarity, and resolves challenges proactively. In this article, you’ll learn: The difference between The Accountability System™ and in-house onboarding How onboarding should build trust between manager and employee How onboarding can give employees job clarity How good onboarding helps employees work out problems The Accountability System™ vs. In-House Onboarding: What’s the difference? You may not think you need an entire company to come in and help you with your onboarding, but there’s a big difference between simply introducing employees to the company and setting them up for long-term success. The Accountability System™ helps you bridge that gap. In-house onboarding In-house onboarding generally focuses on covering company basics. Think forms, policies, and introductions.  It’s often managed by HR and the hiring manager, and it typically spans a short period (maybe a few days to a couple of months). In-house onboarding also includes exposing the new hire to the company’s culture. With any luck, that’ll start during the interviewing process. But it should continue once somebody's on board so they understand what fits in the company’s culture and what doesn't. For example, say a company operates on Lombardi time  (which means early is on time, and on time is late), but no one tells the new hire. So even though the new hire shows up for the 2:00 meeting right at 2:00, everyone in the room feels frustrated that they’re late. Some policies are obvious during onboarding. Some aren't so obvious, because they're company-specific. These types of things can only be addressed with good in-house onboarding. The Accountability System™ The Metiss Group's program, The Accountability System™, on the other hand, is a year-long process. It’s a marathon, not a sprint. It’s designed to build a strong relationship between the employees and their managers from day one. There’s an emphasis on communication — how to talk to each other without stepping on toes — and on making sure both sides are crystal clear about what defines success.  It’s not just about getting people comfortable in their new roles; it’s about getting them confident.   As we mentioned before, some policies and procedures are so specific to a company, they can only be covered through in-house onboarding. So rather than replacing in-house onboarding, The Accountability System™ enhances it. How Onboarding Should Build Trust Between Manager and Employee Building trust between a manager and a new employee is key to a successful working relationship, but it doesn’t always happen naturally during onboarding.  While in-house onboarding might leave this to chance, The Accountability System™ takes a structured, intentional approach to foster trust and understanding from the beginning. In-House Onboarding Trust-building isn’t often a formalized part of in-house onboarding. While good managers may naturally work to establish rapport, the process can be inconsistent and heavily reliant on individual personalities. When companies rely on in-house onboarding alone, the new hire can spend the next 3-6 months still feeling like they’re walking on eggshells.  The Accountability System™ Trust building is the first step of The The Accountability System™ with The Metiss Group.  It starts with self-discovery: the employee and their new manager each take a leadership strengths assessment, which outlines each person’s behaviors and motivators. From there, they both receive a comparison report. This allows them to look at their assessment results side by side to understand the following: Ways to communicate with each other Potential conflicts to avoid The value each person brings to the table Ideal environments for each person This leads to stronger, more productive relationships. The new hire or recently promoted employee won’t have to feel like they’re walking on eggshells with their new manager; instead, they understand the unique perspective of their manager and how to meet them where they are. How Great Onboarding Can Give Employees Job Clarity Great onboarding ensures employees understand exactly what success looks like in their role, setting them up for clarity and confidence from day one. In-House Onboarding In-house onboarding programs often rely on job descriptions that are vague or overly broad. New hires might struggle to understand what success looks like in their role, which leads to confusion and missed expectations. The Accountability System™ The Accountability System™ creates a detailed Job Scorecard  that breaks down the role’s success factors, priorities, and measurable goals. Regular reviews ensure clarity remains intact, and managers have actionable insights to guide performance. How Good Onboarding Helps Employees Work Out Problems Good onboarding gives employees a safe, structured way to address challenges before they escalate into bigger issues.  While in-house onboarding may leave employees uncertain about how to bring up problems, The Accountability System™ ensures concerns are heard and resolved proactively. In-House Onboarding When challenges arise, employees typically are left to turn to HR or their manager, which can feel intimidating or biased. New employees might feel like bringing up problems makes them look bad. For example, say the new hire is feeling frustrated that the manager keeps canceling one-on-ones. If the new hire has only been on the team for a few months, then approaching HR with this problem can feel overwhelming.  The employee may think to themselves, Will it seem like I’m tattling on my manager? Will it seem like I’m making a big deal over nothing? Maybe I should try to solve it myself before asking for help. This means minor issues can fester until they become major problems, and you as the business owner are left wondering what went wrong. The Accountability System™ The Accountability System™ includes regular one-on-one coaching sessions with a behavior expert at The Metiss Group . This expert will not only meet with the new hire but also with the manager. Throughout the yearlong The Accountability System™, the behavior expert will ask, “What’s working? What isn’t working?” Usually within the first month, each responds with “Everything’s great!”  So the behavior expert digs deeper. “Sure, but if you could wave a magic wand, what would you change?” Then they’ll respond with, “Well, it's not a big deal, but…” This helps the behavior expert take care of problems before they’re a big deal.  So while relying solely on in-house onboarding often lets problems fester until they explode, The Accountability System™ is like a preventative medicine that nips problems in the bud before they get bigger. Your Next Steps For Choosing Between The Accountability System™ or In-House Onboarding Your in-house onboarding will probably take you pretty far. In fact, there are certain company-specific policies that can only be covered with in-house onboarding. But there’s a big difference between onboarding an employee and setting them up for success. Without an experienced, unbiased guide, your employees often feel unsure, unprepared, and disconnected from your organization. At The Metiss Group, we understand how expensive and exhausting a failed onboarding can be. The Accountability System™ helps your employees feel confident, which in turn makes you feel more confident in your team. Now that you understand the difference between in-house onboarding and The Accountability System™, the next step is to contact The Metiss Group  to see how The Accountability System™ can make a difference in your organization.

Make no mistake, navigating the growing complexities of leadership is tough. From building trust within diverse teams to understanding different personalities and addressing employee well-being, modern leadership comes with no shortage of challenges.   The Metiss Group has spent decades partnering with leaders across industries, equipping them with proven strategies to tackle these challenges head-on. Our expertise lies in understanding the unique dynamics of leadership and team performance, rooted in years of research, hands-on consulting, and measurable results.   That’s why we’ve curated the Top 5 Books for 2025 —a collection of transformative reads that align with the real-world challenges our clients face.  In this article, you’ll discover insights to strengthen communication, inspire trust, and lead with clarity, ensuring you’re ready to meet the demands of the future workplace with confidence.   1. Cues by Vanessa Van Edwards What Are the Major Takeaways of Cues ? Vanessa Van Edwards reveals the importance of understanding the cues we give and receive in every interaction. These verbal and nonverbal signals shape how we communicate, build trust, and influence others. She breaks down how small changes in our behavior—like improving eye contact or adjusting our tone of voice—can make a big impact on how others perceive us. How Can This Apply to You? Every day, you give off cues through your body language, tone, and word choice—often without realizing it. Whether you’re leading a team meeting on Zoom, facilitating a brainstorming session, or having a one-on-one check-in, these cues shape how others perceive and respond to you. For example, slouching or avoiding eye contact during a meeting can unintentionally signal disengagement, even if you're fully focused. By understanding your own cues and learning to read those of others, you can communicate more clearly, build stronger relationships, and inspire trust. How Will This Influence the Workplace in 2025? In 2025, workplaces will continue to combine virtual and in-person interactions. Leaders must adapt to these formats, mastering the ability to interpret and control cues in both environments. Virtual communication requires extra attention to tone and facial expressions, while in-person interactions benefit from open body language and active listening. By mastering this skill, you’ll foster trust and productivity within your teams, even in dynamic and diverse settings.   2. Peak by Chip Conley What Are the Major Takeaways of Peak ? Chip Conley applies Maslow’s Hierarchy of Needs (Physiological needs, Safety needs, Love and Belonging needs, Esteem needs, and Self-Actualization needs) to the workplace. Conley suggests meeting foundational needs—such as belonging and purpose—leads to more motivated and engaged employees. He also highlights how this framework can be applied to investors, emphasizing alignment between organizational goals and stakeholder values. How Can This Apply to You? As a leader, you’re responsible for creating an environment where your employees feel engaged, valued, and motivated to perform at their best. This book teaches you to look beyond paychecks and promotions, focusing instead on deeper needs like psychological safety, a sense of belonging, and opportunities for growth. For example, recognizing and celebrating small wins can provide employees with a sense of achievement and purpose, even during challenging times. Additionally, it shows you how to align your organization’s mission with investor expectations, ensuring long-term support and success. How Will This Influence the Workplace in 2025? With the growing focus on employee well-being and purpose-driven work, leaders who understand and meet foundational human needs will stand out. In 2025, workplaces will demand leaders who prioritize both the emotional and psychological well-being of their teams. Doing so will result in improved retention, loyalty, and innovation. Aligning these efforts with investor priorities will also create sustainable, values-driven organizations positioned to thrive long-term.   3. The Five Dysfunctions of a Team by Patrick Lencioni What Are the Major Takeaways of The Five Dysfunctions of a Team ? Patrick Lencioni identifies five key dysfunctions that can derail teams: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. He provides actionable steps to address each dysfunction, starting with building a foundation of trust. How Can This Apply to You? If you’ve ever struggled with team alignment or felt like your team isn’t reaching its full potential, this book is your blueprint. It teaches you how to foster trust by encouraging vulnerability and transparency within your team. For example, a simple exercise like sharing personal stories in a meeting can break down barriers and build stronger relationships. Addressing fear of conflict is equally important—healthy debates often lead to the best decisions. This book gives you the tools to create an environment where collaboration, commitment, and accountability thrive. How Will This Influence the Workplace in 2025? As organizations rebuild team dynamics post-pandemic, your ability to create cohesion is critical. Drawing on lessons from "Cues" and "Peak," this book reinforces the idea of trust and collaboration being foundational to team success. In 2025, leaders who address dysfunctions head-on will build resilient, high-performing teams that are able to adapt to challenges with clarity and purpose.   4. The Speed of Trust by Stephen M.R. Covey What Are the Major Takeaways of The Speed of Trust ? Covey explains to the reader how trust is the cornerstone of all relationships, both personal and professional. He outlines the "Trust Ladder," a step-by-step framework for earning, maintaining, and even rebuilding trust. Covey emphasizes while trust takes time to build, it can be lost in an instant, making it a leader’s most precious resource. How Can This Apply to You? As a leader, your effectiveness depends on the trust you inspire in your team. This book provides clear, actionable steps for earning trust, such as aligning your words with your actions, demonstrating reliability, and showing genuine care for your team members. For instance, if you promise to address workplace concerns but fail to follow through, trust erodes quickly. On the other hand, consistently keeping your word builds loyalty and morale, creating a foundation for long-term success. How Will This Influence the Workplace in 2025? Trust will be more crucial than ever in 2025 as organizations rebuild workplace cultures and navigate rapid changes. Leaders who model authenticity and integrity will inspire confidence, enabling their teams to innovate and adapt in challenging times. Trust also serves as a stabilizing force, fostering stronger collaboration and a shared commitment to achieving goals.   5. The EQ Edge by Steven J. Stein What Are the Major Takeaways of The EQ Edge ? This book explores the five pillars of emotional intelligence (EQ): Self-Perception, Self-Expression, Decision Making, Interpersonal Skills, and Stress Management. It demonstrates how these skills are essential for effective leadership and organizational success. How Can This Apply to You? EQ is often dismissed as a “soft skill,” but it’s actually the foundation of great leadership. This book teaches you how to use emotional intelligence to polish composure, build meaningful relationships, and inspire your team. For example, showing empathy during a tough conversation can help you resolve conflict and reinforce trust. How Will This Influence the Workplace in 2025? As workplaces grow more diverse and fast-paced, EQ will become a defining characteristic of successful leaders. By mastering these five pillars, you’ll create a supportive environment where people feel valued and motivated to perform at their best. Emotional intelligence will also help you adapt to new challenges, making you a more resilient and effective leader.   Why These Are The Top 5 Leadership Development Books To Read in 2025 At The Metiss Group, we believe great leadership isn’t about knowing all the answers—it’s about being equipped with the right tools and insights to overcome the challenges ahead. Leadership Development in 2025 will demand adaptability, emotional intelligence, and trust-building. By diving into these books, you’ll learn how to: Build stronger, more authentic relationships. Make decisions that balance business goals with employee well-being. Foster a culture of trust and collaboration. Take The Next Step With The Metiss Group Leadership in 2025 demands adaptability, emotional intelligence, and trust. The Metiss Group’s recommended books provide the insights and strategies you need to tackle these challenges head-on.   As a leader, you’ve likely felt the weight of managing team dynamics, navigating change, and inspiring others. These challenges can feel overwhelming, but they’re not insurmountable. By choosing one book from this list that aligns with your current goals and implementing its lessons, you can take small, intentional steps toward meaningful change in your leadership journey.   The Metiss Group is here to guide you toward leadership excellence. With the right tools, insights, and support, you can lead with confidence and purpose in the year ahead. Learn more about how you can apply the principles covered in these professional development books through The Leadership Academy™.

Are you ready to lead in 2025? There is no way to sugarcoat the truth. The demands on leaders are not slowing down and will only speed up in 2025. Whether it’s understanding all the technological advancements, building productive workplace cultures, or guiding teams through uncertainty, leaders need skills that go beyond your traditional playbooks.  Feeling the pressure? You’re not alone—but here’s the good news: at The Metiss Group, we’ve spent decades helping leaders like you turn challenges into opportunities. With proven strategies and a thirty-year track record of success across industries, we specialize in equipping leaders to meet the moment and thrive.  In this article, you will learn which Top 5 Leadership Development Goals for 2025 you should prioritize to help you elevate your leadership, drive impact, and inspire lasting change. Ready to lead the way? Let’s get started! 1. Make Emotional Intelligence- (EQ) A Top 2025 Priority Have you ever struggled to connect with a team member or navigate a challenging conversation? Emotional Intelligence (EQ) is the answer. EQ is about understanding your emotions and those of others, so you can lead with empathy, build trust, and create an inclusive environment. Also, when emotional intelligence development is prioritized, it results in better decision making and more seamless idea adoption throughout the organization. At its core, leadership is about relationships. As workplaces become more diverse and hybrid, EQ is no longer optional—it’s essential. When you enhance your emotional intelligence, you’ll notice something remarkable: your teams become more engaged, your communication improves, and conflicts are resolved more effectively. Why is 2025 the right time? Today,  employees value leaders who understand and care about their experiences. By 2025, organizations that fail to prioritize emotional intelligence will struggle to attract and retain top talent. You can be the leader who stands out by cultivating this skill now. Take Action On Your Emotional Intelligence Early: Why wait until 2025 to get started? Here is a practical challenge you can implement now to begin making a difference. Start a daily reflection practice by jotting down one instance where you successfully managed your emotions and one where you could improve. Pair this with seeking feedback from colleagues on how they perceive your emotional awareness in team interactions. Additionally, the EQ360 assessment is a powerful tool that organizations can use to fully understand which Emotional Intelligence areas to focus on. 2. Master Workplace Complexities in 2025 by Evolving Your Critical Thinking Skills Do you ever feel overwhelmed by the sheer volume of decisions you need to make? With the constant influx of data and the pace of change, it’s easy to fall into analysis paralysis. Critical thinking equips you to filter through noise, analyze challenges, and make decisions with confidence. Imagine being the leader who sees opportunities others miss, anticipates obstacles, and finds solutions that others deem impossible. That’s what critical thinking can do for you and your organization. It’s not just about solving problems—it’s about leading strategically and staying one step ahead. Why is 2025 the right time? The world isn’t slowing down. Economic uncertainty, technological disruption, and global competition will demand leaders who can think critically and act decisively. By focusing on this skill now, you’ll position yourself to thrive in any scenario. Start Exercising Your Brain Before The New Year Your brain is a muscle. You can start elevating your critical thinking ability with regular exercise. Dedicate 30 minutes weekly to practicing critical thinking by analyzing a current work challenge. Break it down into its root causes, brainstorm solutions, and evaluate them for feasibility and impact. Share your findings with a trusted colleague or mentor for feedback. 3. Don’t Leave Out the Basics in 2025 And Strengthen Leadership Fundamentals Even the most innovative leaders need a solid foundation. Leadership fundamentals—like goal setting, delegation, and feedback—might sound basic, but they’re the building blocks of effective leadership. Think about the last time you set a clear goal for your team or delegated a task that empowered someone to shine. When you focus on leadership fundamentals, you create clarity, accountability, and alignment. Teams thrive under leaders who master the basics because they know what’s expected and feel supported in achieving it. Why is 2025 the right time? As workplaces evolve, many emerging leaders haven’t had the chance to develop these core skills. By 2025, organizations will demand leaders who not only innovate but also execute flawlessly. Strengthening your fundamentals now ensures you’ll be ready to lead with precision and impact.  Start Your Evaluation Before 2025 Get the most out of your team by gathering input. Begin auditing  your own leadership practices by asking your team for anonymous feedback on your goal-setting, delegation, and communication. Use the insights to develop a targeted plan for improvement, focusing on one area each month, beginning in January and you’ll already be ahead of the game. Another tool to get valuable feedback comes in the form of a LEA360 evaluation . This assessment provides 360 feedback targeting specific leadership areas of focus pertinent to your organization.  4. Harness And Leverage The Power of AI In 2025 Does the thought of integrating artificial intelligence (AI) into your decision-making process feel daunting? You’re not alone. AI is transforming industries, and leaders who understand how to leverage it will have a significant advantage. Don’t just take our word for it. See (and hear) what Harvard Business Review said in November of 2024 about how AI prompts are changing the way organizations are operating. Picture this: AI tools provide you with real-time insights, uncover trends, and automate routine tasks, freeing you to focus on strategic decisions. But here’s the key: AI is a tool, not a replacement for your leadership. By combining AI’s capabilities with your judgment, you’ll make faster, more informed decisions that drive results. Why is 2025 the right time? AI adoption is no longer a “nice-to-have”—it’s a necessity. By 2025, leaders who haven’t embraced AI risk being left behind. Learning to integrate AI now ensures you’ll lead your organization with confidence in a tech-driven world. Start Learning How AI Can Transform Your Day-To-Day Now Experiment with an AI tool relevant to your industry, such as ChatGPT for content creation or Tableau for data visualization. Set aside time to learn its capabilities and identify one area where it can streamline your decision-making process. Try identifying the top three things you don’t like to do and see how AI can assist you. You’ll be surprised at the results. 5. Elevating Your Impact By Building High-Performing Teams Have you ever wondered what separates a good team from a great one? High-performance teams don’t happen by chance—they’re built intentionally. As a leader, your ability to foster collaboration, accountability, and trust will define your success. Leading a high-performance team means creating an environment where individuals feel valued and empowered to contribute their best. It’s about uniting diverse perspectives, resolving conflicts constructively, and celebrating wins together. In the end, your impact as a leader is measured by the success of your team. Why is 2025 the right time? Hybrid work, generational shifts, and growing demands for inclusivity are reshaping team dynamics. By 2025, leaders who excel at building and leading teams will drive innovation and organizational success. This is your moment to rise to the challenge. Start Investing in Your Team Before January After analyzing where your team is at , schedule out your regular one-on-one check-ins for 2025 with your team members before the new year. Reach out to your direct reports to  understand what their personal and professional goals are. Use the time to  address concerns, and provide personalized support. This will show your team that you are bought into them and they, in turn will follow you. The Metiss Group’s best-in-class program, The Hiring Process Coach ™ is also a valuable service thoughtfully designed to ensure your organization has the right people in the right seats. Lead The Way With Your 2025 Top 5 Leadership Development Goals Leadership in 2025 demands more than just adaptability—it requires intentional growth and action. As we’ve explored the Top 5 Leadership Development Goals for 2025, it’s clear that the challenges ahead, from technological advancements to evolving workplace dynamics, aren’t insurmountable but are opportunities to lead with impact.  Remember the core pressures you face—building trust, mastering complexity, and fostering high-performance teams—and know that these aren’t new hurdles but familiar challenges heightened by change.  Now is the time to turn insight into action. Whether it’s honing your emotional intelligence, sharpening critical thinking, or leveraging AI, every step you take strengthens your foundation as a leader. At The Metiss Group, we’re more than advisors; we’re your partners in this transformative journey.  With our expertise, you’re not just preparing for 2025, you’re positioning yourself to lead boldly and effectively. Take the next step with confidence, and visit The Leadership Academy™ to get started.  Let’s shape the future together.

You’ve probably heard this line before (or maybe even said it yourself): “When I was their age, we didn’t act like this.”  At The Metiss Group, we understand it’s easy to roll our eyes and mutter, “Kids these days,” when we see young leaders struggling. But when we stay stuck in the tired trope that these young leaders just “don’t measure up” instead of developing them, we create a self-fulfilling prophecy. This article unpacks the challenges young leaders face today and, more importantly, offers actionable strategies to help them rise to the occasion. This article will help you understand: Generational and maturational differences in leadership Why you should look at the best young leaders vs the entire generation Why the pressure is higher for today’s young leaders Leadership Struggles Aren’t Generational, They’re Maturational The whole “kids these days” trope isn’t new. It’s as timeless as bad dad jokes and questionable haircuts.  And while it might seem like today’s young leaders just don’t have the chops we did at their age, the truth is, our leaders said this about us, too.  It’s not because they’re inherently worse. It’s because leadership is a skill that evolves over time. Research backs this up. A study from leading behavioral scientists at Management Research Group  compared Gen X to Millennials (Gen Y) using their Leadership Effectiveness Analysis tool. This tool uses self- and peer-reported feedback to assess a person’s leadership traits, across categories such as innovation, delegation, feedback, cooperation, and more. When comparing Gen X to Gen Y, there are some pretty clear differences.  Look at the difference in persuasion between both groups. And it makes sense that Gen Y would have a much lower score in delegation when compared to Gen X — they probably haven’t delegated much so early in their careers. So when you look at this chart, it’s easy to think to yourself, “See? The younger generation is too different from us.” So MRG used historical data to look at Gen Xers when they were the same age as Gen Y. The results were considered statistically identical. This shows that our leaders had the exact same raw talent to deal with as we do. The challenge, though, is leadership takes time and experience to develop, no matter the birth year. The Best vs. the Rest in Young Leaders Another thing to consider is who we’re comparing. If you’re in senior leadership today, it’s probably because you were the cream of the crop. We often ask leaders if they regularly attend their high school reunions. Most often, they say no. Why? “Because I don’t have anything in common with those guys.” And it’s probably true. You got to where you are today because you’re the best in your class.  You can’t judge the entire younger generation by that standard. Not everyone in any generation has the capacity to lead at a high level.  Why the Pressure Is Higher For Young Leaders In addition to everything above, we’re also calling young people into leadership roles earlier than ever, often without the years of shaping and preparation that used to be the norm. Think about it. Back in the day, you didn’t step into a leadership role until you’d put in some serious time.  I’ll never forget being in my late twenties and going up to my boss saying, “Hal, I’m ready to lead!” After he got done laughing at me, he said, “Lead?! You haven’t finished paying your dues yet! Maybe in 10 years.” This time allowed me to observe good leaders and bad leaders. I was able to learn from both their mistakes and their successes. Now, young professionals are expected to lead teams, drive strategy, and make big decisions before they’ve had a chance to soak up that experience. A recent study found that 38% of American workers report to a younger leader.  That’s a lot of responsibility for folks who are still learning the ropes. This faster track to leadership isn’t necessarily a bad thing, but it does come with challenges. If we’re expecting young leaders to perform like seasoned pros without giving them the time or tools to grow, we’re setting them up to fail. Leadership isn’t something they can just figure out as they go. And here’s some tough love: if you’re hiring young leaders, it’s on you to help them succeed. We can’t just toss them into the deep end and hope they’ll learn to swim. And don’t expect them to become an expert from a PowerPoint deck or a three-day training session on leadership.  Real leadership development happens through a blend of coaching, hands-on practice, and ongoing feedback.  If we want this generation of leaders to thrive, we need to invest in them — just like someone invested in us. The Bottom Line So, is this generation of young leaders worse off than we were? Not a chance. They’re just facing different challenges, under different circumstances, in a world that’s moving faster than ever.  And let’s be real—we weren’t perfect either. So instead of throwing up our hands and saying, “Well, they just don’t have what it takes,” we need to start helping younger leaders get to where they need to be. At The Metiss Group, we help organizations like yours accelerate the performance of their young leaders. Now that you understand why it seems like this generation of young leaders struggles more than we did, the next step is to understand how to deliver feedback in the workplace without sounding like criticism . This will help you shape your young leaders and foster trust, growth, and high performance within your team.

If you’re asking yourself, “Should I do emotional intelligence development?” The short answer is yes, everyone could stand to develop their EQ. The long answer is that emotional intelligence is one of the most sought-after skills in employees and leaders. Leaders who prioritize EQ development have effective, driven teams with excellent interpersonal skills. But leaders who fail to prioritize EQ development can inadvertently create stressful, insecure work environments for their teams. Although everyone could benefit from EQ training, specific subgroups of employees and leaders may need EQ training more than others. This article dives into those personas to help you decide if you should do emotional intelligence training for you or your team. 1. Remote work requires emotional intelligence training Do you remember your first Zoom meeting? Do you remember the early days of the pandemic, when many people had to discover new ways to communicate with their coworkers? How many times did you have to say, “You’re muted, can you repeat that?” Today’s workforce has come a long way since then, but  there are still face-to-face interactions we haven’t figured out how to replace for remote teams. In a typical video conference meeting, you can’t see the body language of your coworkers – only their heads. However, Merhabian’s Rule  says that 55% of our communication comes from body language. Another 38% of our communication comes from tone and voice. So your coworker’s quippy text message could be interpreted as snarky when they were actually in a hurry or using shorthand. One of our clients once told us a funny story about a coworker who closed an email with “I resent your email.” What he meant to say was, “I re-sent your email.” If you lacked impulse control, you’d shoot back a snarky reply without considering the context. And reality testing is an EQ skill that helps you see things objectively (instead of the way you fear them to be). So developing this skill would help you consider that email against the context of every other interaction you’ve had with this person. With reality testing, you’d think to yourself, “It doesn’t sound like him to say he resents my email with no other context, so I must be misinterpreting something.” By developing skills like this through EQ training, remote workers can overcome these types of communication gaps, leading to a happier and more effective remote team environment. 2. Recent grads missed out on major EQ development Today’s recent college graduates face a new challenge. Because much of their school was done online during the pandemic, they have less practice with interpersonal skills such as eye contact and handshaking.  Making the transition from school to the office environment is difficult enough. But for these recent graduates, simply being around others in person for eight hours each day can feel like a culture shock. EQ training can help them face these challenges head on. Self-expression is another EQ skill with which they might struggle. If Zoom only shows their faces, do they know how to dress to impress? Do they know how to dress for an interview, for a regular day at the office, or for an out-of-town conference? People who are reliant on video conferencing could also lack impulse control. During a Zoom meeting, no one can see what’s on your screen or that you’re actually scrolling through social media instead of focusing on the meeting discussion.  These recent grads are at a disadvantage compared to their seasoned coworkers, but EQ training can help them overcome these challenges by developing skills in interpersonal communication, self-expression, and more. 3. Seasoned leaders need EQ development to keep up with today’s workforce Someone who has led teams for many years could also use a refresher course on EQ.  What worked in leadership 10-20 years ago may be perceived differently today.  “Overall, leadership has shifted  from a top-down, authoritarian style to one that is more collaborative, empowering, and focused on growth and service,” said leadership coach Adam Kielczyk. “Leaders today recognize that the skills, experience, and motivation of employees are invaluable assets that can greatly benefit any organization.” Today’s leaders need empathy, flexibility, optimism, and more. A leader who only gives negative feedback, who only views employees as a number, or who cannot manage their own stress will struggle to keep employees in today’s workplace environment.  Seasoned leaders who want successful, engaged employees must adapt their leadership style to the changing environment.  EQ training can help leaders close the gap between what worked at the beginning of their careers and what works today. A great indicator that you have an authoritarian leadership style is if you make far more statements than you ask questions. Are you guiding your employees through self-discovery, or are you commanding them to do things exactly the way you would do it? The empathy and interpersonal skills gained through EQ development will train leaders to avoid this authoritarian style. 4. First-generation leaders and entrepreneurs need to catch up with EQ developement If you’ve grown up watching your parents succeed in entrepreneurship, it’s easier for you to believe that you can achieve similar success. The odds of a first-generation entrepreneur making it are very slim. EQ training in problem-solving, optimism, and assertiveness is essential for those who are new to the unique challenges of entrepreneurship. For some first-time professionals, they’ve been told previously that they didn’t belong in the entrepreneurial/leadership space. These professionals may need more confidence-building exercises. One of our clients has a natural entrepreneurial spirit and can always find a solution, but you can often hear her second-guessing herself. “Well maybe I shouldn’t try,” she says sometimes. “Maybe this is ridiculous.” She underestimates herself in ways that she wouldn’t if she were a second or third-generation entrepreneur. Because EQ training ties together both decision-making and stress tolerance, it’s a highly effective tool for entrepreneurs, especially those in the first generation. 5. Individual contributors need EQ development after a promotion You probably didn’t get your first leadership role because you were good at leadership. What typically happens is a person is a superstar employee and exceeds expectations in their contributions. Seeing this success, management promotes them into leadership. Only now, that employee isn’t using the skill upon which they built their stellar reputation. Instead, now they need leadership and people-management skills. And this may be a skill set they don’t have. For example, maybe they struggle with holding others accountable. This was never an issue in their individual contributor role: the only person they needed to hold accountable was themselves. Now they need to develop their EQ and improve their assertiveness, their interpersonal skills, and more. Individual contributors who are promoted into leadership roles should start their journey with an EQ-i assessment . This self-reported tool can help them see which EQ qualities are their strengths and weaknesses. Then, after working with their new direct reports for a year, the leader can do the EQ 360 assessment , which takes feedback from friends, family, and direct reports. By taking this strategic approach to EQ, the leader will have a much smoother transition from individual contributor to leadership.  The process improves their self-perception, how they handle stress, how they work through problems, and more, which are must-have qualities after a promotion into leadership. Everyone can benefit from EQ development At the end of the day, we’ve all encountered difficulties when it comes to developing Emotional Intelligence in the workplace. This is especially true if you’re in remote work, a recent grad, or a longtime leader who needs a quick brush up on your EQ skills when dealing with a new generation of the workforce.  Now that you’ve learned from The Metiss Group what to do if this happens, it’s time for you to contact us  and take the next step toward life-changing leadership.

A list of poor leader characteristics usually has descriptors like: controlling, demeaning, power hungry, credit thief, selfish, and mean.  The great leader list generally includes: empowering, provides feedback, humble, team oriented, approachable, and shares information. Undoubtedly at times great leaders demonstrate the poor leader characteristics because they're not perfect. But they are still recognized as being great leaders because they continually work hard at being great leaders — setting high expectations for themselves and others. Jeff Bezos has received several awards in recognition of being a great business leader, but even he has been known to slip up in his delivery of feedback.  Here are some of his less than perfect comments as recounted by Brad Stone in  The Everything Store: Jeff Bezos and the Age of Amazon :   “If that’s our plan, I don’t like our plan.” “Do I need to go down and get the certificate that says I’m CEO of the company to get you to stop challenging me on this?”  “Are you trying to take credit for something you had nothing to do with?”  “Are you lazy or just incompetent?”  “I trust you to run world-class operations and this is another example of how you are letting me down.”  “If I hear that idea again, I’m going have to kill myself.”  “Does it surprise you that you don’t know the answer to that question?” [After someone presented a proposal] “We need to apply some human intelligence to this problem.”  [After reading a narrative] “This document was clearly written by the B team. Can someone get me the A team?”   Although great leaders most often demonstrate effective leadership behaviors, they do make mistakes.  But what makes them great is they quickly admit their mistake, sincerely acknowledge the misstep, and move on.   Empowered leaders admit their shortcomings and experience more success. #themetissgroup

We've all seen it several times: the emerging superstar or long-time warrior who's excelled at all the challenges the organization has given them. Their career path was impressive, and the organization has benefited handsomely from the high-performer's contributions. The next logical step up the ladder is a managerial role. This is where the superstar fails, and the organization has not only lost one of its most valued contributors, but they now also have a leadership issue. Not every superstar makes a great leader, and great leaders were not always superstar contributors. Though leadership skills can and should be developed, a high-performer's leadership potential must be evaluated before they are promoted. Delegation tendencies, strategic focus, situational control, humility, and people awareness can all be assessed BEFORE someone is promoted. Understanding a superstar's limitations before setting them up for failure can prevent the loss of a great asset and a managerial headache. In fact, many organizations have two high-potential career tracks: one for high performers with leadership potential and one for strong individual contributors. The difference between individual contributors and leaders is not merely a matter of skill but of mindset and disposition. Superstars who shine in individual roles might find the collaborative and often politically charged environment of leadership daunting. Leaders are often required to navigate complex interpersonal dynamics, make tough decisions that might not be popular, and inspire and manage teams with varying personalities and capabilities. These are skills that go beyond technical prowess and require a deep understanding of human nature, empathy, and strategic foresight. Empowered leaders assess a superstar's leadership potential before promoting them to a leadership role, and both are more successful. By recognizing that leadership is a distinct discipline, organizations can better support their top talent in finding the right career paths. Providing mentorship, leadership training programs, and even trial leadership roles can help high performers develop the necessary skills while allowing the organization to gauge their readiness. This careful, thoughtful approach ensures that promotions are based on potential and readiness rather than past performance alone. In doing so, organizations can maintain high levels of morale and productivity, ensuring that their most talented individuals continue to contribute in ways that are most beneficial to both the individual and the organization. #themetissgroup

Parents know it. Schoolteachers know it. Sports coaches know it. Each of us responds differently to various types of mentoring and leadership. One child may need more nurturing while another responds better to firm boundaries. Some students learn best by reading while others learn best by writing. Some athletes perform better when individually challenged while others excel in team situations. These variations in learning and performance styles illustrate the importance of personalized approaches to leadership and mentoring. Successful leaders - whether they are parents, schoolteachers, coaches, or business managers - learn how those they are leading are best inspired and then customize their leadership approaches accordingly. Often, leaders are too concerned about being fair and focus on applying the same leadership practices with each direct report. However, treating team members differently does not mean a leader is showing favoritism. In fact, treating everyone in the same manner could actually be perceived as unfair because it disregards individual needs and differences. Empowered leaders understand each of their direct reports' unique motivations, strengths, and needs. They take the time to get to know their team members on a deeper level, which allows them to apply a leadership approach tailored to each individual's requirements. This personalized approach can significantly enhance team performance and morale. When leaders adapt their methods to suit the distinct characteristics of each team member, they create an environment where everyone has the opportunity to thrive. Moreover, by recognizing and addressing the diverse needs of their team members, leaders can foster a culture of inclusivity and respect. This approach not only helps in achieving organizational goals but also contributes to the personal growth and satisfaction of each team member. Ultimately, a leader's ability to adapt their style and strategies to fit the unique dynamics of their team is a crucial factor in the overall success and harmony of the group. Empowered leaders who embrace this philosophy are more likely to build cohesive, high-performing teams that are equipped to handle various challenges and achieve outstanding results. #themetissgroup

A recent article in Wired magazine presents intriguing photographs of cockpits from various high-speed, high-performance vehicles. These images reveal a fascinating array of knobs, dials, and controls. Among the most captivating is the captain’s station of the Oasis of the Seas, the world’s longest cruise ship. According to the article, the port and starboard command chairs are equipped with built-in joysticks for ship control, typically operated by other officers. Interestingly, the captain’s primary role is not to steer the ship at all. This revelation challenges the common metaphor where leaders are often likened to ‘captains steering the ship.’ Countless times, CEOs of troubled companies are described as needing to “turn the ship around,” or articles speak of staff “going overboard after their captain.” However, it turns out that captains don't actually steer their ships. So, what do they do? The captain’s job, as described by the captain of the Oasis of the Seas, focuses on “mentoring and teaching.” He empowers the steering of the ship by coaching his staff to perform their duties effectively. Instead of personally handling the ship’s operations, he manages and guides his team. This approach is emblematic of how the best leaders handle the largest ships in the world—not by directly controlling the vessel themselves, but by fostering empowerment within their teams. Leaders who empower their direct reports to successfully steer the ship cultivate highly productive teams. By delegating control and responsibility, these leaders enable their team members to develop skills and confidence, leading to a more dynamic and capable crew. The captain’s role thus becomes one of strategic oversight and mentorship, ensuring that the team is well-equipped to handle any challenges that arise. This leadership style not only enhances team performance but also fosters a culture of trust and growth within the organization. In conclusion, the concept of empowerment in leadership extends beyond the maritime world and is a powerful approach in any organizational context. By shifting focus from direct control to mentorship and empowerment, leaders can inspire their teams to achieve greater success and navigate the complexities of their respective fields with confidence and competence. This modern take on leadership highlights the importance of developing others and underscores the significant impact of empowering team members to take the helm. #themetissgroup

In her book Quiet: The Power of Introverts in a World That Can't Stop Talking, Susan Cain discusses a series of experiments conducted by psychologist Solomon Asch. In these experiments, volunteers were placed into groups and asked to complete a vision test. The test involved looking at a picture of three lines of varying lengths and answering questions about how the lines compared to one another. The questions were straightforward, so much so that 95 percent of participants answered every question correctly when they were alone or in a group without any external influence. However, Asch introduced high dominant members into the groups who confidently gave incorrect answers. The presence of these high-dominating actors dramatically impacted the results. The percentage of participants who answered correctly plummeted to 25 percent when influenced by the actors' incorrect answers. This phenomenon highlights the profound impact that assertive and dominant individuals can have on group decision-making processes. When incorrect information is presented forcefully and persistently, it can start to seem believable, even when it's not true. This can lead teams to make poor decisions based on inaccurate information. Teams that are conscious of this dynamic and are willing to challenge dominant members' incorrect assertions tend to function more effectively. It's also crucial for dominant team members to be open to the possibility that they might be wrong, creating a healthier team environment. In today’s work culture, teamwork is becoming increasingly essential, and with it, the risk of certain team members derailing the process grows. Teams that recognize and respect different problem-solving styles and have a shared language for discussing these approaches are better equipped to make sound decisions. Understanding each member's strengths and weaknesses helps in mitigating the undue influence of overly assertive members. Leaders play a critical role in empowering their teams to navigate these dynamics. By fostering an environment where all members feel comfortable voicing their opinions and questioning dominant voices, leaders can help their teams avoid the pitfalls of undue influence. This creates a more balanced and successful decision-making process. Leaders who emphasize understanding and collaboration over domination ensure that their teams are more resilient and effective in their collective efforts. #themetissgroup

If the company is growing, the complexity of the jobs in the company is growing. If employees are not growing at a faster rate, the jobs will outgrow them. This doesn’t mean those employees are bad. It just means that as jobs become larger and more complex, some individuals won’t be able to keep up. One of the biggest mistakes a leader can make is knowing that an employee cannot be successful in his or her current job and not doing anything about it. This doesn’t necessarily mean letting them go. It’s possible to find another “seat on the bus” for the individual where he or she might be able to succeed. Though it makes the leaders feel better, there is almost no return on investment in spending time trying to fix poor performers in a role that has outgrown them. The worst scenario is when a leader knows the individual won’t succeed but justifies keeping the person on, thinking it’s better to have someone, anyone, in the position than having no one at all. This approach can be detrimental to the overall health of the organization. Keeping underperformers around means a leader is sending the message to everyone on the team that he or she either doesn’t recognize the problem or is afraid to deal with it. Either way, it sends a message of weakness that every employee can see. A proactive approach to this issue involves regular performance and scorecard reviews and career development plans. Leaders should invest in training and development programs to help employees acquire new skills and adapt to changing job requirements. By doing so, they can minimize the gap between job complexity and employee capability. Additionally, creating a culture of continuous learning encourages employees to take charge of their own professional growth, aligning their progress with the evolving needs of the company. Moreover, it’s essential for leaders to communicate transparently with their teams about expectations and performance standards. Open dialogue can help identify potential issues early on and allow for timely interventions. Leaders should also foster an environment where feedback is welcomed and acted upon. This can help employees understand their areas of improvement and provide them with the resources they need to succeed. Empowered leaders move employees in jobs that have outgrown them and are more successful. They understand that reallocating talent within the organization can lead to better outcomes than persistently trying to fit a square peg into a round hole. By identifying the strengths and weaknesses of their team members, leaders can place individuals in roles where they are more likely to excel. This not only benefits the employees but also enhances overall team performance and productivity. Ultimately, the goal is to create a dynamic workforce that can grow alongside the company. This requires a commitment from leadership to continually assess and adjust strategies for talent management. By prioritizing the development and well-being of their employees, leaders can ensure long-term success for both the individuals and the organization as a whole. #themetissgrou

When leaders are asked, "What talent concern frequently keeps you up at night?" one of the most common responses is the fear of losing their superstar. No one wants their key performer to leave, but simply hoping they stay or showering them with benefits won't ease this anxiety. Every critical position should have a succession plan. An effective plan brings peace of mind to both the leader and the incumbent. Leaders can relax knowing that if their superstar departs for any reason, they have a strategy to fill the role. This also applies to positions with underperformers, making leaders feel less trapped. Direct reports also benefit, knowing the organization has a plan if they decide to move on. This allows them to seek growth opportunities within the organization. Conversely, feeling trapped by hearing "You are so invaluable; we could never replace you" essentially signals the end of their career progression. An effective succession plan should include: Sources for filling the position, Job accountabilities, Job function documentation. Empowered superstars with a succession plan in place experience greater success. #themetissgroup