Why I Started the Lead12 Challenge
The Hard Truth About My Management Journey
When I first stepped into management, I thought my psychology background would give me an edge. I had been working for over a decade (for different managers), so I felt confident I could figure it out as I went along. Like most new managers, I relied heavily on my intuition and did what I thought I needed to do.
I was wrong.
Those early months taught me some hard lessons. I made decisions based on incomplete information, avoided difficult conversations I should have had immediately, and missed opportunities to truly develop my team. What I basically was doing is keeping everyone happy, not rocking the boat too much. I thought being a good person with good intentions would naturally translate into good leadership. It doesn't.
I later realised that Leadership was a skill I needed to develop and one that would take a lifetime to perfect. What would have helped was some clear guidance on what I could do on a daily basis and watch the change happen. That's what I do when coaching leadership skills with my clients at Sun Dog Consulting. They need someone or something to force them out of their comfort zone on a regular basis, to practice the behaviours that distinguish great leaders from well-meaning managers.
People Don't Want to Be Managed, They Want to Be Led
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As Simon Sinek says, "Leadership is not about being in charge. Leadership is about taking care of those in your charge." This distinction became crystal clear through my own experience and observations.
Management is about processes, systems, and control. Leadership is about people, growth, and inspiration. Real leadership means that others willingly follow you; not because they have to, not because they are paid to, but because they want to.
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It's Not Rocket Science (And That's the Point)
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Here's what I've learned after years of studying both the psychology of leadership and experiencing it firsthand: There is no great revelation or secret trick to becoming a good leader.
Leadership isn't about discovering some hidden formula or having a personality transplant. It's simpler than that, but also harder.
There are specific behaviours that show up consistently in good leaders and are notably absent in poor ones. If you don't want to be a bad leader, you need to start doing these things, or continue doing them if you're already on the right track.
The gap between knowing what good leadership looks like and actually practicing it daily is where most managers get stuck.
The Communication Blind Spot
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If you ask managers, they will rarely say that there is a problem with the communication. The general answer is "My door is always open, they can come to me anytime."
Yes, having an open-door policy is good. But is that really the communication we want as leaders? What about:
- Proactive check-ins instead of waiting for problems to surface
- Clear expectation setting so team members know exactly what success looks like
- Context sharing so people understand the "why" behind decisions
Most managers think they communicate well because they're accessible. Great leaders communicate well because they're intentional about it.
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Why the Lead12 Challenge Works
Leadership development fails when it stays theoretical. We attend workshops, read books, and nod along with great advice, but then return to our daily routines unchanged.
The Lead12 Challenge works because it encourages you to practice. Each week presents a specific, actionable challenge to complete in your actual work environment, with your real team, facing genuine situations. The rest of your managers are doing the same and you can share experiences (good and bad).
It's not about perfection. It's about building the muscle memory of leadership through consistent, progressive practice.
After 12 weeks, you won't just know what good leadership looks like, you'll be doing it.
And if you're ready to explore how easy The Lead12 Challenge is and what it can do for your managers - let's talk.