A-dec Inc

Maryanne Stebbins

Several pivotal experiences have shaped my approach to leadership development and my understanding of when leadership truly becomes real.

Early in my career, I wasn’t sure leadership was for me. I genuinely cared about the people I worked with, but the models I saw around me didn’t reflect that. Much of what I experienced felt command-and-control, where people were expected to come to work, do their job and leave everything else at the door.

Empathy is one of my core strengths and I struggled to see how it fit into leadership. I remember an early experience when a leader yelled across the department, “Stop! Stop!” and then criticized me in front of the team. Moments like that shaped how I viewed leadership and clarified what I did not want to become.

Over time, I was exposed to different leadership styles that expanded my perspective. The most impactful was a leader who balanced care with accountability. She listened deeply, asked thoughtful questions and created space for growth without rushing to provide answers. She believed in her team and in doing so, helped me start to believe in myself. That experience made leadership feel not only possible but meaningful.

What I carry forward is the belief that leadership exists within all of us and often others see it in us before we see it ourselves. Leadership is not about perfection. In fact, striving for perfection can create distance and make leadership feel out of reach. Authenticity, humility and a willingness to grow are far more powerful.

In my work today, I connect leadership development strategies closely to organizational values and focus on foundational capabilities: how leaders lead themselves, how they lead others, and how they influence the broader organization. These are not abstract concepts, as they show up in everyday behaviors.

One of the biggest challenges organizations face is not defining strategy but translating it into daily action. Most people come to work wanting to do a good job. The barrier is rarely motivation; it is clarity.

Do employees understand why an initiative matters? Can they see how their work contributes to the bigger picture? Do they know what success looks like?

When these elements are clear, people move forward with confidence and ownership. When they are not, even the most capable teams can feel stuck. Helping leaders consistently connect strategy to day-to-day work strengthens both culture and performance.

Setting clear expectations is critical. Many leaders are promoted because they were strong individual contributors who solved problems and got work done. But leadership requires a mindset shift because success is no longer measured by one's own expertise.

I remember when that shift happened for me. I moved from being the person who solved problems to leading a team doing work I didn’t fully understand. I couldn’t step in and fix things and it felt uncomfortable. My leader said, “You’re going to have to get the work done through your people.” That was a turning point.

“Leadership is not about perfection. In fact, striving for perfection can create distance and make leadership feel out of reach. Authenticity, humility and a willingness to grow are far more powerful.”

Leadership is not about doing more; it’s about creating the conditions for others to succeed. Without clear expectations, leaders often fall back on what made them successful before, stepping in too quickly or over-functioning. With clarity, they can lead in a way that builds capability in others.

Equally important is how leaders create connections within their teams. One principle I rely on is that empathy plus curiosity leads to connection.

Empathy starts with recognizing our shared humanity. We may not have lived the same experiences, but we all want to feel valued, to belong and to know that our work matters. Curiosity brings that empathy to life through genuine interest in others, not just as employees but as people.

I saw the impact of this when I supported a team whose leader was on leave. We introduced a simple practice called “question of the day.” Each day, I connected with team members individually, sometimes with light questions, sometimes more reflective ones. Over time, those small moments built trust and strengthened relationships. Eventually, team members began asking each other the questions, creating connection and belonging across the team.

It was a reminder that engagement doesn’t always come from large initiatives. Often, it is built through consistent, human interactions.

For those growing into leadership and development roles, my advice is simple: invest in your own growth with the same intention you invest in others.

It’s easy to focus so much on supporting your team that your own development takes a back seat. Over time, that can lead to feeling depleted. Leadership is a role where you are constantly giving, so it’s important to refuel.

Learning doesn’t have to be formal to be meaningful. It can come from a podcast, an article, or a conversation. What matters most is how you apply what you learn.

I also strongly encourage seeking out a mentor or coach. Many leaders invest in others but don’t always create that same space for themselves. Having someone who can challenge your thinking, provide perspective and help you see blind spots can be transformative.

Ultimately, leadership is an ongoing journey. It becomes real not through titles or intentions but through the small, consistent choices we make every day: how we show up, how we grow and how we create clarity and connection.