All transitional leaders, at one point or another, enter the panic room when they realize that they are no longer a part of the inner circle. Upon transitioning to another space, it is sometimes difficult to embrace new challenges and new responsibilities. No worries, the panic room is there for a reason.

The Panic Room Takeaways:

• Transitional leaders must embrace the space and time allotted in the "panic room" for personal growth.
• Change represents a new responsibility and level of accountability. Do not panic and retreat before spending time understanding your new assignment.
• Share and inform your previous team of your new responsibilities. This will allow for a measure of clarity while maintaining, creating future relationships and incorporating difficult decisions.
• Welcome critical feedback and recommendations for self-improvement. This will allow you to maintain your integrity.
• Build and network a space that allows for new people to join your room while you enter theirs.
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As leaders, you often have to work with others that may not particularly like the way you lead. How do you align with those that may not necessarily want to work with you? Are you able to deal with their rejection while re-calibrating yourself to continue to work? The desire to make a difference often comes with tremendous opposition and is often a lonely journey. From a biblical perspective, the story of Joseph in Genesis Chapter 37 reflects the life of a transitioning leader.

Rejection And Recalibration Takeaways:

• Transitioning into the corner office is a privilege but requires a lot of responsibility.

• As leaders when you are rejected, it is usually a sign that you have outgrown where you are right now.

• Leaders must have the capacity to forgive in order to progress forward.

• To be entrusted with responsibility, leaders must be able to transition from the past and embrace the future.

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Leaders are sometimes called to have difficult conversations with their teams or team members within their organization. The process of addressing your concerns will either elicit a positive or negative response. Allow others the opportunity to be prepared for the conversation ahead of time as much as you are prepared to have it. Do not call them into the "principal's office" unexpectedly.

Surprise! Difficult Conversations Need Prep Time Takeaways:

• Avoid "surprise" meetings. Provide your team with an opportunity to have an appropriate response to address any questions or concerns you may have prior to the meeting.

• Booking pre-scheduled meetings and submitting early agenda topics, will increase time management skills and ensure effective utilization of time.

• Create a level of awareness to avoid systemic issues. Transparency is key to having open discussions and maintaining a level of trust within your organization.

• Avoid having your team operate from a place of fear versus productivity. This will decrease physical and psychological anxiety. Allow your team to perform to the best of their capabilities.

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As leaders, when entering into unchartered waters, you have to be willing to get wet. In order to create history while maintaining your legacy for your organization, you have to acquire skills sets in order to journey through resilience, patience and rejection. Remember, as doors open and close, leaders must remain focused and determined to get to their uncharted destination.

Leading Through Uncharted Waters Takeaways:

• Passionate leaders must maintain their transferable skills while striving to map their course to maintain their vision.

• Allow yourself to engage and build relationships. Establish a comfortable level of trust with leaders you strive to interact with.

• Have faith and be resilient. God will carry you through your journey.

• Share your story and empower those that you encounter.

• Dream, learn and do not hesitate to make that call.

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Transparency and trust are intrinsically connected in order for an organization to succeed. As leaders or new entrepreneurs, we are often on a journey that we ourselves are often unsure of the outcome. But, how much information should you relay to those that are following you? How important is transparency in leadership if others are required to follow you, invest their time, energy and finances to your organization?

The Importance Of Transparency In Leadership Takeaways:

• Allow others to see your vision as well as the direction in which you are taking them.

• Avoid distraction while trying to maintain a level of transparency. Continue to ask yourself, "Why am I here. and what am I trying to accomplish?"

• Leaders must be responsible, consistent and diligent in maintaining their mission, vision and core values. Transparency in this form develops trust for those following you especially when you are required to make difficult and sometimes confusing decisions.

• Allow those that are following you a measure of confidence and security in knowing that they are a part of your overall plan and vision.

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As leaders begin to mature or wind down in their careers, they have often demonstrated the ability to lead people, lead processes and lead projects. They now ponder transitioning to another space or organization. Whatever you decide to shift toward as a transitioning leader, be your authentic self. Create a world where leaders can show up as themselves while getting the work done.

More Of Me & Less Of What You Want Me To Be Takeaways:

• Leaders must learn in their new assignments to balance themselves and the culture of the organization in which they reside.
• Be your authentic self. Assess whether or not the organization you are approaching is ready for you and your temperament.
• Do not lose your personal joy as you transition in leadership. Encourage organizations that you work with to embrace other leaders for who they are.

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With leaders, change is a constant. It is not something that can be avoided. How do you deal with the changes that may occur within your organization? Should you fill the necessary gaps as they appear or should you wait? How can you avoid them moving forward? Regardless of your decision-making process, part of what makes you a change leader or a thought leader, requires you to have the ability to create catalysts that will shift things and move your organization forward.

I Need You Now Takeaways:

• When filling gaps, leaders should strive to bring in someone who is able to pivot their organization forward.

• Leaders should be willing to make their own personal adjustments.

• Do not be afraid to learn the system or technology yourself. Move and thrust your organization forward alongside you.

• Be cognizant of the challenges that may create gaps.

• Create the type of leadership that has the capacity through hiring practices to anticipate not just where you are right now, but also anticipate where your organization is going in the future.

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Sometimes our perspective as leaders helps to form how we experience situations that occur in our lives. Start by thinking that things happen "for you" rather than "to you." The simple shift in your mindset will allow you to go through challenges that just seem unimaginable. Help other resilient people find meaning and purpose.

No Pain, No Gain Takeaways:

• Connect, collaborate, and establish a network with other resilient leaders who are seeking organizational change. Embrace stepping outside of your comfort zone.

• Avoid unnecessary distractions. Be unapologetic for the decisions and boundaries you have to create in order to propel yourself forward. Share and communicate to others as you begin to shift into a role that allows you to prioritize yourself and your work.

• Ensure that you have a mentor or a coach to provide constructive criticism, feedback, and support.

• Everyone has the capabilities of being a leader. Share your leadership narrative, personal development, and growth as you transition from pain to purpose. Your personal story may just encourage someone else.

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Leadership at any age is a big responsibility. Can a young child lead and build leadership skills at a young age? Are they able to make a difference? The answer is yes! Jesus is the best example of a leader. Follow Him and you cannot go wrong. Regardless of how you lead or who you choose to follow, be authentic. Who was the leader that you followed when you were young?

Children Want To Lead Too Takeaways:

• Leadership requires you to be strong and driven. Leaders must know their purpose.

• Leaders should not allow anything to get in the way so that you are easily distracted.

• Maintain your uniqueness. Know and love yourself and your own identity.

• Leadership requires you to be kind to others. Kindness can carry leaders a long way even when someone is not as friendly toward you.

• W.W.J.D: Ask Yourself What Would Jesus Do? Respect each other as all lives matter.

• Be the best authentic leader that you can be.

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To understand the cultural aspect of your organization requires you to understand those that you lead and work with. Getting to know people as individuals allows you to better understand how they incorporate their organizational skills, methodologies, and decisions to better express themselves within your organization. Allow yourself the opportunity to better understand how others operate and function within your organization. Create an environment whereby different people from various places around the world can incorporate themselves into your organization. Remember, knowing the culture of your organization contributes to how well those that work for you are effective.

Takeaways:

• Leaders must first understand the people and the culture of others within their organizations that they choose to collaborate with.
• By understanding the value systems and cultures of those that you work with allows you to process how individuals are driven and how they think within your organization.
• Leaders must be cognizant of that those they lead and work with as each individual may be at different stages of life culturally.
• When leading people within the structures of your organization, be clear on articulating the culture that you are creating for your mission, vision and core values.

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