Learn to Lead Your Way With Kristine Steinberg

Kristine Steinberg, MA, ORSCC is a CEO and Executive Coach focused on behavioral change and the human elements of leadership. She brings 23 years of combined professional coaching and business experience to help build and sustain strong executives, business teams and successful organizations. Her behavioral coaching approach dives to the root of her clients’ challenges and makes lasting impact for sustainable elevation and success well beyond the coaching engagement. Kristine focuses on proven feedback and coaching methods that catapult her clients towards action and results. She is a Certified Marshall Goldsmith Behavioral Coach and Certified Organizational Relationship Systems Coach (ORSCC) who specializes in executive success, career advancement, behavioral change, emotional intelligence, relationship building, communication strategy, political navigation and team cohesion. A few of her previous clients include Inc., Harvard University, Philips, IBM, Chanel, Heineken USA, LinkedIn, Scholastic, The Home Depot, Adidas, TED, PBS, and Microsoft. The objective of the following session is to inspire a sense of sustainable leadership that's born out of a driving internal purpose.

What are the elements of leadership?

To gather the building blocks of leadership you have to start with the fundamentals. To be a great leader of any kind you have to get clear on what you're good at and what you're not good at. Some of that comes with experience, and the rest comes from self-assessment and being honest about where you need to grow.

What are the hard and soft skills of leadership?

The hard skills are the ability to set a direction, to have a vision, and to be very clear about where you want the organization to go. A good leader is able to create a vision strategy, and then mobilize their team in order to carry it out. They're good at building teams and making sure people do what needs to be done. But then there's sort of the other components, like physical presence. Most leaders who have gotten to a certain level have had a sense of confidence, a sense of energy, a sense of vitality. It's that gravitas and presence that comes with knowledge of their field in addition to their technical ability.

There are a lot of soft skills, but I boiled them down to these three things: integrity, communication, and relationships. When it comes to integrity, it's about doing what you say and saying what you do, and being consistent with that. A critical soft skill is communication, everything has to get communicated in a way that people can receive, execute on and take to the next level. Relationships can be a challenging part of our workday because we are human and are all triggered by different things. This is where emotional intelligence and strategic empathy come into play, empathetic skills can be used to advance the team, the agenda, and the organization.

There are a lot of soft skills, but I boiled them down to these three things: integrity, communication, and relationships.

Tell us more about how to be an effective communicator.

Communication is how you create high performance. The words I came up with for great communication are precision, audience, voice and clarity. The first thing that you need to consider is, What is your intention when you're communicating? What is the purpose of what you're saying? Why is it important to say it, and then who's going to listen, who's the audience that you're going to be conveying that information to? What do they need to know? And why are you telling them that and why do they care? When you're engaging with your audience you want to be incredibly thoughtful and intentional and precise and prepared within the context of an audience.

You could say a whole bunch of things and have good intentions, but if your voice is off the message can get lost. Your tone of voice and the way that you talk to people, the pace, the eye contact, the body language, all impact your message. You could say something one way, and then say the same thing another way and have a completely different impact.

How can leaders learn their strengths and weaknesses?

Start by choosing five confidants, five people that you can ask for advice. Instead of saying can you give me some feedback on the weakness that I'm presenting ask them, What would you do? How can I get over this? How can I change? How can I grow? How can this weakness become a strength? When you ask those types of questions people will have wisdom for you. Once you've gotten their advice try to implement it. With those five confidences say, here's what I heard you say, here's what I'm going to work on, here's how long I'm going to work on it, and here's when I'd like to follow up and discuss my progress.

What are some things to think about when generating a purpose statement?