Leadership is more than having authority, it’s about creating an environment where others can grow and lead.

If you have any technical background, think of this as designing a system that instead of producing a tangible product, it is allowing people to work well, take ownership, and succeed.

John Maxwell explains this in The 21 Irrefutable Laws of Leadership: “Only secure leaders give power to others.” Being a strong leader, is about giving results, yes, but while you trust others around you and guide them to success.

Understanding the Law of Empowerment

John Maxwell’s Law of Empowerment challenges a common misconception: leadership isn’t about holding onto power, it’s about giving it to others with confidence and clarity, even considering that you will have to act after it and have their backs. Secure leaders understand that their role is not to be the sole problem-solver, decision-maker, or strategic driver, they thrive when their teams step up with ownership and confidence.

When leaders empower their teams, they foster:

✅ Innovation—Encouraging creative problem-solving and independent decision-making.

✅ Engagement—Trust builds confidence, and confidence drives contribution.

✅ Leadership Development—Empowered individuals gain the skills, mindset, and experience necessary to step into leadership roles themselves.

However, empowerment isn’t always obvious.

Team members should recognize that leadership doesn’t always come with direct permission—it often comes through trust, autonomy, and expectations. As professionals, they must take ownership when given opportunities, even if they aren’t clearly defined as “empowerment moments.”

Empowerment from Within: Leadership at Every Level

Empowerment doesn’t just come from leaders, with titles, team members also play a role. If leadership isn’t directly giving you authority, that doesn’t mean you can’t take initiative.

In fact, empowerment often begins from within.

Instead of waiting for permission, team members can step forward, take action, and show leadership in their own way.

When they do, leaders often respond by offering more trust, autonomy, and opportunities.

This means empowerment is a two-way process: leaders empower teams, and teams show initiative to gain trust. When both sides actively engage, empowerment flows naturally.

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Strategies for Empowering Your Team

Empowerment requires deliberate effort.

Here’s how leaders can create a culture of ownership:

• Delegate with trust: Assign responsibilities thoughtfully and encourage autonomy. Consider cultural differences when deciding the best approach.

• Develop leadership skills in others: Provide mentorship, training, and opportunities to lead—including cross-cultural awareness training.

• Encourage accountability: Empowerment comes with responsibility—teams should own both successes and setbacks.

• Communicate empowerment actions: Leadership isn’t just about delegation—it’s about making empowerment tangible. Some teams, or team members, may need leaders to clearly articulate moments of empowerment so they recognize them.

Empowerment Conversations Matter

One of the most effective ways to make empowerment a continuous process is through open discussions. Leaders could engage their teams by asking questions such as:

• What actions have helped you take ownership of your work?

• Do you feel equipped to make key decisions? Why or why not?

• What support or guidance would help you feel more confident?

By having these conversations, leaders make empowerment an active, ongoing process tailored to each individual’s growth.

Reflect on Your Leadership Style

Ask yourself:

• Do I trust my team enough to let them lead?

• Am I fostering an environment where initiative is valued?

• Do my team members understand when and how they are being empowered?

• If I am part of a team, am I stepping up and leading even if my leader isn’t explicitly asking me to?

Taking Action: Apply & Grow

Empowerment begins with self-awareness. Strong leaders continuously reflect on their approach and refine it as needed.

Take action today—trust, empower, and elevate those around you. The growth of your team is the true measure of your leadership.

Let’s continue Leading Forward together.

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A quick note: If you’d like to go deeper and put these ideas into practice, I’m building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article. Register your interest here and you’ll be the first to know when it’s ready.

It was meant to offer a thought, a framework and a mirror.

This article aims at giving you insights from different areas of life, on how this topic is being discussed or used.

From a digital transformation company in Latin America to boardrooms, project teams, the European Union and AI researchers, are treating cultural intelligence as a real business skill.

You can choose how to see it, either an article or a reading list, it is meant to give you different perspectives you can use on your own work and life.

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The article

In our previous article, we explored Hofstede’s 6D model as a powerful framework for building cultural intelligence—an essential skill for navigating global interactions. As leaders, fostering cultural intelligence impacts how we collaborate, innovate, and lead across different regions.

Today, cultural intelligence is more than just a concept—it’s a global conversation, influencing leadership, institutions, and industries. In this follow-up, we highlight insights from diverse organizations, demonstrating how cultural intelligence is shaping business strategies, project management, boardroom decisions, and even artificial intelligence.

1. Expanding a Business in Latin America: Lessons from Digital Transformation

“To unite teams across borders, cultural understanding isn’t optional—it’s essential. Latin America is a tapestry of diverse traditions, values, and business practices. To deliver transformative solutions here, we must first listen, learn, and adapt.”

Apex IT’s article, Expanding Horizons: How Cultural Intelligence Drives Apex IT’s Latin America Expansion (January 2025), highlights why cultural intelligence is key to success in Latin America as they grow their digital transformation business in Colombia.

Leveraging their previous experience in India, Apex IT integrates local teams into their global vision while maintaining a “Global Vision, Local Heart” approach—ensuring cultural intelligence strengthens collaboration and business impact.

2. Harvard Business Review: The Psychology Behind Cultural Intelligence

“Cultural intelligence is related to emotional intelligence, but it picks up where emotional intelligence leaves off. A person with high emotional intelligence grasps what makes us human and what makes each of us different from one another. A person with high cultural intelligence can somehow tease out of a person’s or group’s behavior those features that would be true of all people and all groups, those peculiar to this person or this group, and those that are neither universal nor idiosyncratic.”

Harvard Business Review’s article, Cultural Intelligence (2004), examines the three key components of cultural intelligence:

• Head (Cognitive understanding of cultural differences)

• Body (Physical actions that demonstrate cultural adaptability)

• Heart (Emotional and motivational drive to engage with other cultures)

Leaders can use these principles to assess their cultural intelligence and actively improve global interactions.

3. Project Management: Managing Global Teams Effectively

“The success of global projects hinges not only on technical skills but also on cultural intelligence, adaptability, and effective time management.”

PRINCE2.com’s article, Global Project Management: The Challenges of Cultural Intelligence & Juggling Projects Across Multiple Time Zones, explores how project managers must account for:

• Different communication styles across cultures

• Managing time zones effectively

• Respecting hierarchy and authority to ensure collaboration

Successful global project management is about more than just delivering on time and within budget—it’s about building cohesive, engaged teams that thrive across cultures.

4. Cultural Intelligence in the Boardroom: A Strategic Imperative

“Boards must lead by embedding cultural competence into management and leadership development programs. This fulfills their responsibility and empowers future leaders to thrive in a globalized business landscape.”

The article from Directors & Boards, Cultural Intelligence: A Strategic Board Imperative, underscores the reputational risks and missed opportunities companies face when ignoring cultural intelligence. It highlights how organizations like Toyota and Coca-Cola leverage this skill to drive innovation, ensuring their leadership strategies align with global diversity.

5. European Union: Cultural Awareness in Lifelong Learning

“’Cultural awareness and expression’ is one of the eight key competences that form the reference tool which EU Member States integrate into lifelong learning strategies.”

The European Commission’s Cultural Awareness and Expression Handbook (2016) outlines the EU’s commitment to integrating cultural awareness into education and business policies. Digital transformation leaders in Europe can leverage this framework to develop inclusive strategies that align with cultural diversity.

6. AI and Cultural Intelligence: A Growing Interaction

With technology reshaping global interactions, artificial intelligence is now part of the conversation on cultural intelligence. AI is not developed in isolation—it reflects the cultural values, expectations, and psychological frameworks of the societies that create and use it.

Stanford researchers highlight this in their study, How Culture Shapes What People Want from AI. Their findings suggest that cultural psychology influences AI design and user expectations. For example, while Western cultures often prioritize control over AI, collectivist cultures may view AI as an extension of human relationships, preferring systems that foster connection and influence.

“There is an urgent need to incorporate the perspectives of culturally diverse groups into AI developments. We present a novel conceptual framework for research that aims to expand, reimagine, and reground mainstream visions of AI using independent and interdependent cultural models of the self and the environment.” - How culture shapes what people want from AI

Similarly, research on How Reactions to AI Are Shaped by Cultural Differences explores how different societies perceive and integrate AI based on cultural norms. The study reveals that individualistic cultures tend to approach AI with skepticism, viewing it as a potential threat to autonomy, whereas collectivist cultures embrace AI as a tool for enhancing social cohesion.

“The Western trend towards skepticism is also present amongst the public in general—more people in Eastern countries believe AI to be beneficial for society than in Western countries. And while economic factors can have an impact on whether AI is more likely to be accepted, analysis of secondary data suggests that differences in cultural values could play a more significant role.” - How reactions to AI are shaped by cultural differences.

Beyond user expectations, AI is also shaping cultural landscapes and creative expression. The Expanding Universe of AI & Its Cultural Impact discusses how AI-generated art, music, and literature challenge traditional notions of creativity. As AI becomes more embedded in cultural production, it raises questions about authorship, representation, and the evolving relationship between technology and human identity.

“A successful integration of AI into our cultures demands a balanced approach that celebrates diverse voices and preserves the richness of human creativity. Through intentionality and foresight, we can ensure that AI serves as a force for positive social transformation, nurturing a space where creativity and authenticity coexist.” - The expanding universe of AI & its cultural impact.

These perspectives underscore the importance of developing culturally responsive AI—systems that not only function efficiently but also align with the diverse values and expectations of global users.

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Cultural Intelligence as a Leadership Imperative

Cultural intelligence is not just a theoretical concept—it’s a movement shaping the future of leadership. From business expansion in Latin America to boardroom strategies, project management, education, and AI-driven insights, cultural intelligence drives impact across industries and geographies.

As leaders, developing this important skill is an ongoing journey. It’s not learned in a day but cultivated through continuous experience, reflection, and adaptation.

How are you integrating cultural intelligence into your practices? Share your thoughts in the comments and join the global conversation.

This is one of several pieces I'm bringing over from the Leading Forward LinkedIn archive, so everything I've written lives in one place.

If you'd like to go deeper and put these ideas into practice, I'm building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article.

Register your interest here and you'll be the first to know when it's ready.

Sonia. Let’s continue Leading Forward together.

My first question to you is: How much have you reflected on Cultural Intelligence as a must-have skill in today’s interconnected world?

My favorite definition of culture is: It is something that brings people together.

Cultural Intelligence is not about who likes coffee, water, tea or mate. It is about knowing that deep differences exist, it’s about actively applying that awareness to strengthen interactions, build trust, and create meaningful connections.

Let me guide you on the process.

Start by reflecting on your childhood, all throughout when you started your professional career.

Think of the dominant culture in those environments. Everything you experienced from those you perceived as leaders, which include your parents, grandparents, uncles, teachers, everyone around you who has shaped how you think, behave and lead today.

All cultures are different. Yet, there are multiple research studies that help us name different elements of culture, describe it and improve our interactions with those from different backgrounds, not to stereotype or generalize, but to gain awareness and learn to adjust to different styles, and be truly welcoming of those we interact with.

All of this will help develop your Cultural Intelligence, which is our ability to recognize, understand, and adapt to different cultural norms, values, and perspectives.

It is only one of the elements that shape us. All our life experiences and education play a role.

That makes the first step, if not the most important, to reflect on your own culture, the dominant culture that shaped you.

Picture this: stepping into a meeting (even if virtual) where a team seems perfectly aligned on paper—diverse skills, expertise, and a shared goal. Yet, the conversation doesn’t flow. There might be multiple reasons for lack of connectivity in such a setting, yet each individual’s culture is randomly considered as an element to assess.

Culture, not corporate culture but the culture of the individuals, is an unseen force in leadership, shaping how we communicate, make decisions, and build relationships. Unlike technical expertise, cultural intelligence is not always part of formal training, yet it profoundly impacts collaboration and leadership.

In an interconnected world, cultural intelligence is essential for effective leadership, no matter where you are in your leadership journey. The sooner you start, the better prepared you will be.

To support the thinking process, I’d like to introduce Geert Hofstede’s 6D model.

This model helps leaders understand how societal values shape behaviors and decision-making. It sheds light on the deeper forces shaping global interactions, equipping leaders with valuable insights to foster trust and engagement. It is very important this is considered as a guide rather than an absolute rule, as mentioned before every individual is shaped by a unique combination of experiences, values, and perspectives.

Geert Hofstede’s Research and the Definition of Culture

This model improved positively my engagement with others, my own reactions and thinking process, especially as my engagement with global leaders and teams increased. There are many others you can research and use, so this is just to spark your curiosity, in case you have not digged deeper into any of them.

Geert Hofstede, a Dutch social psychologist, revolutionized the field of cross-cultural research with one of the largest global studies on workplace culture. While working at IBM in the 1960s and 1970s, he noticed striking differences in leadership and communication styles across different countries. To understand these variations, he analyzed survey data from employees across more than 40 nations.

Hofstede passed away in 2020, but his groundbreaking work continues to shape the way leaders understand cultural dynamics. His research remains a cornerstone for developing cultural intelligence, inspiring leaders worldwide to foster inclusion and adaptability in their approach.

Through this research, he developed the 6D Model, identifying six dimensions that influence how cultures shape leadership and interpersonal dynamics:

• Power Distance: The extent to which people accept unequal power distribution.

• Individualism vs. Collectivism: The degree of independence versus group loyalty in a society.

• Masculinity vs. Femininity: How much a culture values competitiveness versus cooperation.

• Uncertainty Avoidance: Comfort with risk and ambiguity.

• Long-Term vs. Short-Term Orientation: How much a culture prioritizes long-term planning over immediate results.

• Indulgence vs. Restraint: The degree to which people value personal enjoyment versus self-discipline.

Hofstede defines culture as “the collective programming of the mind that distinguishes the members of one group or category of people from others.” In other words, culture shapes how we perceive authority, relationships, and problem-solving—often in ways we don’t consciously realize.

Over 10 years ago, I first discovered Hofstede’s model, and since then, I’ve been a dedicated practitioner—sharing it, using it, and continuously deepening my own understanding of cultural dynamics.

Power Distance: The Role of Authority in Leadership

From the six dimensions, I’ve chosen to bring attention to Power Distance. It is particularly relevant to leadership. It refers to how much a society accepts and expects unequal power distribution.

High Power Distance cultures emphasize respect for hierarchy, formal leadership structures, and strict authority. Leadership is rarely questioned, and maintaining distance from those in power is seen as a sign of respect.

Low Power Distance cultures encourage open dialogue, accessibility in leadership, and collaborative decision-making. Employees feel comfortable engaging with leaders, and flatter structures foster transparency.

Understanding Power Distance is crucial in workplace dynamics, especially in leadership and team interactions. Consider this example: A U.S. manager and a Chinese employee struggled with communication due to cultural differences. The manager, from a low Power Distance culture, expected open feedback and discussion, while the employee, from a high Power Distance culture, remained silent in meetings and one-on-one discussions.

Initially, the manager assumed disengagement, but through deeper conversation and coaching, they realized cultural conditioning was influencing their dynamic. The manager learned that asking direct questions would encourage responses, while the employee understood that in lower Power Distance cultures, speaking up is expected for career growth.

This example highlights an essential leadership principle: assumptions based on one’s own cultural lens can create misunderstandings.

Recognizing these patterns allows leaders to adjust their approach and build environments where diverse perspectives are encouraged and valued.

Call to Action: Strengthening Cultural Intelligence as Leaders

Cultural intelligence isn’t developed overnight—it’s built through continuous learning, curiosity, and reflection.

✔ Assess your leadership approach: How does your upbringing shape the way you lead?

✔ Expand your perspective: Are you fostering an environment where all voices are valued?

✔ Encourage open dialogue: Are you unintentionally reinforcing leadership behaviors shaped by your cultural background?

✔ Adapt with awareness: Pay attention to silent cultural cues in conversations.

Leadership is personal. It’s about shaping the environments we live and work in, no matter where we are or who we lead. Cultural intelligence plays an essential role in leadership success, enhancing communication, strengthening relationships, and fostering inclusive workplaces.

Thank you for reading and for being part of Leading Forward.

Sonia

A quick note: this is one of several pieces I'm bringing over from the Leading Forward LinkedIn archive, so everything I've written lives in one place. If you'd like to go deeper and put these ideas into practice, I'm building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article. Register your interest here and you'll be the first to know when it's ready.

You’ve likely heard the phrase “opposites attract”, an idea suggesting that contrasting qualities naturally balance each other. But when it comes to leadership, John Maxwell offers a counterpoint: we don’t attract opposites; we attract who we are.

His Law of Magnetism highlights how leaders tend to attract, welcome, and promote individuals who reflect their own perspectives. The values, attitudes, and behaviors you project as a leader directly shape the individuals and culture within your team. While this concept may not be new to you, Maxwell’s perspective invites us to rethink our approach to leadership, helping us align our actions with the dynamics we truly want to promote.

This insight invites leaders to reflect on their current practices especially when building teams. Whether you’re hiring, mentoring, or observing team dynamics, the Law of Magnetism acts as both a mirror and a guide, revealing how your qualities influence those around you and offering an opportunity to intentionally shape a high-performing team.

This edition is meant to help you check and take ownership of the culture you create and explore actionable strategies for leading with clarity, growth, and purpose.

The Core of Attraction

The Law of Magnetism reveals a fundamental truth: leaders naturally attract individuals who reflect their strengths, values, and sometimes their blind spots. If you prioritize collaboration, problem-solving, or attention to detail, these traits will likely be echoed in the people you draw into your team. While such alignment fosters cohesion, it can also limit diversity in skills and perspectives, key components for effectively tackling complex challenges.

Leadership in technical or high-performing environments demands more than shared values. It requires intentionally creating spaces that foster innovation, collaboration, and growth. The Law of Magnetism encourages leaders to reflect on the behaviors they model and assess whether these align with their vision for the team. It also calls for intentionality, considering what you say, how you say it, how frequently you seek diverse perspectives, and ultimately, how you address your blind spots.

An important reflection is that as each of us evolves in our careers, this practice should be a continued one. As we advance, there will be new areas we would tend to replicate, and explore further. Assessing skills needed for the time we are in, and the people we bring into them will always be key.

Expanding Beyond Natural Tendencies

Think about the dynamics of your team. Perhaps you excel in technical expertise or visionary thinking but struggle with operational execution or communication. If you rely solely on the Law of Magnetism, you might have a team with the same strengths and mirror your gaps, leaving critical challenges unaddressed.

To grow as a leader, you need to intentionally build a team with complementary skills. This doesn’t mean abandoning your strengths but instead balancing them with others’ abilities to create a more holistic approach to problem-solving and decision-making.

Your role as a leader isn’t to replicate yourself, but to assemble a team where unique strengths come together to address challenges together, not competing on who does the one thing they are all good at the best.

Applying the Law of Magnetism

Here are ways to apply the Law of Magnetism and shape a well-rounded team:

1. Assess your leadership and team dynamics: Reflect on your own strengths and areas for growth. Are there gaps in your leadership or team dynamics that need to be addressed? Identifying these areas will help you attract or develop the right talent.

2. Ask the right questions during hiring or mentoring: Go beyond surface-level alignment to uncover complementary strengths. Whether hiring or mentoring, explore qualities that fill critical gaps in your team.

3. Collaborate and empower your team members: Leadership is about empowering others to succeed. Be open about areas where you need support and invite your team to take ownership of those challenges.

4. Cultivate growth and balance in strengths: Your role as a leader is to nurture talent and balance your team’s capabilities. Encourage team members to maximize their strengths while challenging them to grow beyond their comfort zones.

Reflection and Action: Building a team that reflects your leadership vision

To grow into a leader who inspires, take the time to reflect:

1. How do my leadership qualities shape the culture and dynamics of my team?

2. Are my strengths helping to build a balanced and diverse team, or do I need to address specific gaps?

3. How can I empower team members to lead in areas that complement my leadership style?

Reflection sparks awareness, but action drives impact. Identify one area where your team could benefit from greater balance or a fresh perspective. Take intentional steps—whether through hiring, mentoring, or evolving your leadership approach—to address this need and foster the dynamics you envision.

Moving Forward as a Leader

The Law of Magnetism reminds us that leadership begins with who we are, but its success is defined by the teams we create. By intentionally seeking diversity in strengths, encouraging collaboration, and empowering growth, you can build a team that reflects your leadership vision and drives meaningful outcomes.

Consider yourself challenged to do a skill, strength and weakness inventory of your team. Whether you’re just stepping into leadership or guiding technical experts toward their full potential, how you lead today shapes the impact you’ll have tomorrow.

We look forward to hearing how this article helped your journey building stronger teams and evolve as a leader.

Thank you for joining us for this edition of Leading Forward.

A quick note: this is one of several pieces I'm bringing over from the Leading Forward LinkedIn archive, so everything I've written lives in one place. If you'd like to go deeper and put these ideas into practice, I'm building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article. Register your interest here and you'll be the first to know when it's ready.

The Importance of Asking Questions

As children, our natural curiosity leads us to ask countless questions. “Why is the sky blue?” “How do birds fly?” We are driven by an innate desire to understand the world around us. We ask “why, why, why” about everything, seeking to satisfy our thirst for knowledge. However, as we grow older, the frequency of our inquiries reduce and we turn more into providing answers. This is influenced by multiple factors, yet one of the things that stands out is that throughout our lives we are rewarded and evaluated based on how well we provide answers, how correct, elaborate or tailored to the audience they are. Our education system and societal norms focus on testing our knowledge.

This continues into adulthood, where job interviews and professional evaluations emphasize the answers we provide. Many of us hesitate to raise our hands during meetings or classes, fearing that our questions might be seen as annoying or disruptive, or something not welcomed. As we grow in our careers, many perceive asking questions as a sign of weakness, similar to asking for help, an implicit assumption that we should already know, or at least we think to ourselves why should I ask, if I am here I should know. This becomes even stronger in tough times or when introducing changes and new processes, when in reality more questions should be welcomed. This focus on giving answers instead of asking questions can hold back our curiosity and stop us from coming up with new ideas.

Another point for reflection is how we grow in our careers. Many get promoted based on the number of right answers they give, the amount of opinions they share or simply not being shy to speak up in different settings. Then, when it’s their time to lead teams or take ownership to lead and find innovative solutions, there could be a struggle to find a way forward, at least at the beginning. This could be in part because their lifetime focus on providing the right answers not so much on asking the right questions.

When it comes to leadership and activating our curiosity a great quote becomes relevant:

“Good leaders ask great questions that inspire others to dream more, think more, learn more, do more, and become more.” - John Maxwell

Insights from Hal Gregersen

Hal Gregersen in his book “Questions Are the Answer,” and his exceptional program at MIT Inquiry Driven Leadership, explains that asking questions, which is our active expression of curiosity, is crucial for innovation. Through extensive research with CEOs and leaders of global corporations in different industries, he identified three key situations that trigger our brains to generate questions, that we should make a practice to embrace: when we are uncomfortable, when we are wrong, and when we are silent. To foster a culture of curiosity, we must put ourselves in these situations more often, and intentionally listen to the questions that come to us as a result.

Additionally, it’s very important to ask the right questions. There is much to digest on this topic, yet we can start by noticing the types of questions we are using. In urgent situations, closed questions (usually with limited options, or yes or no answers) might be appropriate: Is this the right address? Do we have our passports with us? Can we take the bus or is it better to drive? However, when trying to understand perspectives, find solutions, or explore new ways of doing things, open questions (those starting with what, why, how) are more effective: What can we do differently? How do we incorporate new ideas?

Curiosity: A Cornerstone of Leadership Development

Curiosity is not just a trait but a fundamental aspect of leadership development.

Leaders who cultivate curiosity are better equipped to navigate complexities, drive innovation, and inspire their teams. Asking questions is essential for several reasons:

1. Fostering a Growth Mindset: Curiosity encourages a growth mindset, where leaders continuously seek to learn and improve. This mindset is crucial for adapting to changing environments and overcoming obstacles.

2. Enhancing Problem-Solving Skills: Leaders who ask questions are more likely to explore multiple solutions and perspectives, leading to more effective problem-solving.

3. Building Stronger Relationships: Asking questions shows genuine interest in others’ opinions and ideas, fostering trust and collaboration within teams, getting to know them their skills, their interests, reduce the influence of our assumptions from our past experiences.

4. Driving Innovation: Innovative ideas often stem from questioning the status quo. Leaders who encourage curiosity create a culture where creativity and innovation thrive.

Take Action

Inspired by Hal Gregersen’s insights, here are four actionable steps for leaders:

1. Check Your Questioning Frequency: Reflect on how often you ask questions in a week. Are you asking enough questions to stimulate curiosity and innovation?

2. Diversify Your Audience: Consider who you are asking these questions. Are you seeking different perspectives, or are you always asking the same people? Engaging with a diverse group can lead to richer insights.

3. Practice, Practice, Practice: Make a conscious effort to ask more questions in different settings and with different people. Embrace discomfort, find moments of silence to give others space to ask, and when you seem to be wrong, ask questions that will clarify and deepen your understanding.

4. Encourage Your Children: If you are a parent, encourage your children to ask questions at school and at home. Fostering their natural curiosity will help them develop critical thinking skills and a lifelong love of learning.

Moving Forward Together

As we continue this journey of leadership development, remember that true leadership is not defined by hierarchy or titles. It’s about delivering results, engaging our teams, and communicating effectively. By focusing on these principles and embracing the power of questions, we can create a positive and impactful leadership experience.

Let’s move forward together, cultivating trust and curiosity in our daily interactions. Your commitment to personal growth not only transforms you but also creates a ripple effect, inspiring those around you.

A quick note: this is one of several pieces I'm bringing over from the Leading Forward LinkedIn archive, so everything I've written lives in one place. If you'd like to go deeper and put these ideas into practice, I'm building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article. Register your interest here and you'll be the first to know when it's ready.

Thank you for being part of Leading Forward.

Sonia - Author & Founder, Leading Forward.

Intro

Many of you know about my dedication to growth and supporting the growth of others. You might also know that my mind is often buzzing with ideas that keep me up at night, ideas that need to be brought to life. This newsletter is one of those ideas. By subscribing and joining this journey of growth, curiosity, and leadership development, you’re prioritizing your personal and professional advancement. My mission is to provide meaningful insights, practical tips, and reflections that resonate across cultures and professions.

Exploring the True Essence of Leadership

As I continue my journey of intentional development, I’ve recognized the importance of discussing what leadership truly means. Embracing leadership qualities helps us evolve both professionally and personally. However, there’s often confusion surrounding the nature of leadership, with many equating it solely to holding a title or position of power.

Through my journey, I’ve had the privilege of helping my team members and multiple leaders understand and discuss their development. It’s been enlightening to see how transformative these conversations can be. Yet, I’ve also noticed that many people overlook the importance of personal growth in leadership or fail to make it a priority. They often see it as an abstract concept rather than a personal journey that impacts their daily lives and interactions.

Recently, I had an experience that highlighted this misconception. I interacted with a dedicated manager who had successfully implemented a significant initiative. When I recognized them for their leadership, they modestly replied, “I’m not a leader; I’m just the manager.” I responded, “your efforts and vision in making this happen demonstrate true leadership.”

This conversation underscored a crucial point: Leadership is not merely about hierarchy or titles. It’s reflected in how we deliver results, engage our teams, and communicate. True leadership is about influence, vision, and the ability to inspire others, regardless of formal positions.

Delving into John Maxwell’s Law of the Process

This brings us to John Maxwell’s insightful quote: “Leaders develop daily, not in a day,” from his Law of the Process in The 21 Irrefutable Laws of Leadership. This principle encourages us to reflect on the essence of leadership, irrespective of our roles.

We all develop daily. Intentional actions toward growth make us stand out and enhance our ability to achieve meaningful outcomes. Relying solely on a title doesn’t make one a leader. By embracing continuous development, we not only transform ourselves but also set a powerful example for others.

According to Gallup, companies with highly engaged teams led by strong leaders see significant improvements in performance and profitability. This underscores the importance of continuous leadership development and daily efforts in cultivating effective leadership skills, as it directly contributes to better business outcomes. You can find more details about this research and inspiration on Gallup’s Leadership Topic page.

The Ripple Effect of Personal Growth

As we commit to daily growth, we begin to perceive situations differently and more effectively. This personal transformation doesn’t happen in isolation; it influences our environment and the people within it.

When we prioritize our development, we inspire others to do the same. Our actions encourage colleagues, team members, and even our families to embark on their own journeys of growth. Ongoing personal growth enables us not only to improve ourselves but also to mentor and develop others, including our children. Our growth creates a ripple effect, extending beyond ourselves and fostering a culture of continuous improvement.

The Importance of Curiosity

A fundamental aspect of effective leadership development is curiosity, a genuine interest in our own processes and those of others. By asking thoughtful questions and remaining open to different perspectives, we gain deeper insights.

Consider how children ask countless questions about everything, they remind us of the importance of seeing things differently. Why do we stop asking questions as we get older? (More on this in another article.)

Recognizing that everyone’s experiences differ from ours, and that our experiences guide our thinking and decision-making processes, should encourage us to ask ourselves and those around us:

- What areas should we improve?

- How have we grown in the last year?

- Are we focusing on the right areas to be where we want to be?

- What am I missing to lead better?

When developing our leadership behaviors, we need to be curious about diverse people: those we consider leaders, those around them, those around us, and those we aspire to lead. Many falter by not asking enough questions or by seeking input only from the same people. Some only ask questions to those who will tell them what they want to hear.

Take Action

• Choose a Diverse Group: Select a varied group of people who will provide honest feedback that you can reflect upon.

• Identify Development Areas: Look for common themes or trends in the feedback to identify key areas for growth.

• Prioritize and Act: You don’t have to address everything at once. Choose at least one area to focus on initially.

• Commit Daily: Begin working on it every day. Consistent effort leads to meaningful change.

Because leaders develop daily, not in a day—and in doing so, they inspire others to embark on their own journeys of growth.

Moving Forward Together

As we progress on this shared journey of leadership development, remember that leadership transcends titles and positions. It involves daily growth, intentional actions, and the influence we have on others. Your commitment to personal growth not only transforms you but also creates a positive impact on those around you.

In a world that’s constantly evolving, maintaining curiosity is essential. Embrace the diversity of experiences around you, remain open to new ideas, and continue to ask meaningful questions. Together, we can navigate challenges, celebrate successes, and move forward into new opportunities.

Leading Forward is here to provide insights and foster a community committed to continuous improvement.

Thank you for being part of Leading Forward. I'd love to hear what resonated with you in the article.

Sonia - Author & Founder, Leading Forward

A quick note: this is one of several pieces I'm bringing over from the Leading Forward LinkedIn archive, so everything I've written lives in one place. If you'd like to go deeper and put these ideas into practice, I'm building the Leading Forward Playbook, a collection of the frameworks and practical resources behind each article. Register your interest here and you'll be the first to know when it's ready.

After 15 years in operations, sales, commercial roles, I had the opportunity to immerse myself in the HR world for 5 years, understanding it while partnering with senior leaders and executives running business, shaping its forward-looking strategy and building the teams the future of business needs.

Completing 20 years in the Oil & Gas/Energy industry with a very holistic view, leading and partnering with global teams, from Venezuela, Germany, Argentina, to Norway, I learned that technical skill gets you titles. Leading people is a different skill entirely, and most of us are never actually taught it.

In parallel to my professional experience, I invested heavily in my education, finalized three master’s degrees, a certification as a brain coach, certification through Maxwell Leadership, and years spent building expertise in cross-cultural awareness and inquiry-driven leadership.

Leading Forward is where I bring all of that together, practical guidance for closing the gap between having a title and working with people who want to work with you, not people who just have to because of the role you just got.

What you’ll find here

Free subscribers get every article. Each piece tackles a specific part of leadership: developing yourself daily, leading with courage, the power of asking questions, and more.

Paid subscribers also get a practical companion resource with every article, a short assessment or a way to put the idea into practice with your own team, so the ideas don’t stay theoretical.

Founding Partners get everything paid subscribers get, plus the opportunity, with your permission, to be named and featured as a reflection subject or supporter in a future edition of Leading Forward.

A quick note on what to look forward to

I started Leading Forward Newsletter on LinkedIn early in 2025. As I now expand to different platforms as part of starting my own business journey, I’m in the process of bringing those past articles here. If you want to catch every piece as it goes up, subscribing is the easiest way to do that.

Becoming a paid subscriber gets you the tools I am also building as part of my new business. Because we all want to see a different kind of leader, what better way than to become one.

Thanks for being here. I hope my articles and resources help you grow, and help you bring those around you along with you.

Run things. Lead people.

— Sonia, Author & Founder, Leading Forward

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