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16 Leadership Goals Every Business Leader Should Have



16 Leadership Goals Every Business Leader Should Have

Outstanding leadership is key to any organization’s success. Without it, a business is prone to low morale and frequent turnover. One way to help yourself grow as a leader is to set actionable, trackable leadership goals. These goals should be focused on addressing your weaknesses and building upon your strengths.

Whether you’re a seasoned leader, or you’ve just stepped into your first management role, you should always make a point to improve your leadership skills. If you’re not sure where to start, we’ve put together everything you need to know about setting leadership goals and what goals you should focus on.

What are leadership goals?

How to Set Leadership Goals

Leadership SMART Goals

Leadership Goals Examples

What are leadership goals?

Leadership goals are objectives aspiring leaders set that typically pertain to improvements in communication and fostering healthy relationships — both of which create healthy, happy, and productive work environments.

As a leader, you should always assess your skills and look for ways to grow and improve. Maybe you’re excellent at organizing data for meetings but could work on your public speaking skills, or you excel at conflict-resolution but could still be a better active listener.

Goal-setting is key to effective leadership that can keep up with evolving industries. If you consistently set goals for your leadership style, both your employees and your business will benefit.

How to Set Leadership Goals

Your strengths and weaknesses as a leader may not be the same as the next person’s, so it’s important to tailor your leadership goals. It helps to take the time to sit down and write exactly what you want to accomplish. You can get started by first identifying your strengths and weaknesses. Then, you’ll want to choose one or two weaknesses you want to improve at a time.

After you’ve chosen the weakness (or weaknesses) you’d like to improve, set three or four development goals —and build a road map to achieve them. As you work toward your goals, track your progress. Once you’ve achieved your goals, reassess your leadership skills, choose new areas to work on, and set new goals.

Leadership SMART Goals

SMART leadership goals are leadership goals that are specific, measurable, attainable, relevant, and timely.


What is your exact goal as a leader? Saying you want to be a better listener is too vague of a leadership goal in this case. However, saying you want to lessen the amount of times your colleagues have had to repeat themselves by 10% is much more specific.


Whatever your goal is needs to be measurable with quantitative data. Examples include wanting to improve revenue by 20%, cutting production costs in half, or expanding your team by adding 15 more people. All of these goals can be quantified.


It’s important to set realistic goals. It’s great to have ambitious goals, but they shouldn’t be impossible. For example, a goal to quadruple your company’s revenue within the month may not be realistic, however, a goal to increase revenue by 20% each quarter is much more attainable.

Setting goals that are far too ambitious can result in burnout, missed deadlines, decreased morale, and high employee turnover.


Your leadership goals should be clearly connected to the overall project you’re working on. For example, if you want to improve your brand’s social media presence, then having a goal specifically connected to raising engagement on Instagram, Twitter, or TikTok is relevant.


Give yourself a reasonable timeframe to complete your goals. For example, let’s say you want to improve your active listening skills by reducing the number of times colleagues have had to repeat information by 50%. To make this goal timely, you could give yourself three months to reach that goal.

16 Leadership Goals Examples

Here are 16 leadership goals every business leader should have:

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1. Become a more active listener.

Effective leaders don’t just provide guidance, they also listen — that’s why improving active listening is an important leadership goal. Employees want to feel heard and know their voices matter. By hearing your team members and colleagues out, you can gain insight into new perspectives and discover ideas to move your business forward.

Active listening means giving the person who is speaking your full, undivided attention. You’re not just listening to their words, you’re consciously analyzing what you hear, paying close attention to the intent, content, and emotion of the speaker.

Pro Tip: Schedule a weekly meeting with at least one person who directly reports to you in order to practice active listening.

2. Learn to gracefully accept constructive criticism.

A key to improving any skill is to learn to take constructive criticism. Being open to upward feedback can help give insight into areas into how you can improve your workplace’s day-to-day. Empowering your staff to provide feedback on your or the company’s performance can also boost morale and lower turnover.

Pro Tip: Send out surveys and create spaces for your employees to provide upward feedback. Set a goal to increase the number of employees providing feedback by a certain percentage, such as 20% by the end of a quarter.

3. Be adaptable to growth and change.

No matter your industry, you should always be prepared to adapt to new developments. This was especially clear during the early days of the COVID-19 pandemic, when businesses had to swiftly adjust their business models to a changing economy and the norm of working from home.

The keys to being adaptable are developing backup strategies, creating a strong support system around the office, and not getting too attached to a particular business approach.

Pro Tip: It never hurts to come up with a Plan B, C, or D in case of an unexpected event. You may also want to practice mindfulness to develop habits that promote adaptability and calm.

4. Improve your confidence.

If you exude confidence in yourself, your work, and your decision making, others will feel confident in you as well. Employees are more likely to trust in and follow confident leadership. And don’t feel discouraged if you’re not feeling confident all the time.

On days when you’re not feeling confident, repeat uplifting affirmations to yourself and make a private list of your best qualities as a leader.

Pro Tip: Taking a class in public speaking is a great way to build confidence especially as it pertains to speaking in front of large groups of people.

5. Build emotional intelligence.

Emotional intelligence is the ability to understand, use, and regulate your emotions. This is a great leadership goal to have because you need to be able to remain calm if you want to adapt to a changing market or facilitate a healthy work environment.

To build your emotional intelligence, focus on these five components:

  • Internal motivation
  • Self regulation
  • Self awareness
  • Empathy
  • Social awareness

Pro Tip: Commit to keeping a journal and giving yourself about 30 minutes at the end of each workday to document how well you handle your emotions. What were some good moments, and what are some pain points you need to work on?

6. Be comfortable delegating tasks.

Asking for help can be hard, but it takes a team effort to run a business. If you overload yourself with too many responsibilities, you risk experiencing burnout. Instead, get in the habit of asking for help and relying on your team when necessary. Delegating tasks can reduce your stress and even provide new opportunities for team members to develop new skills.

Pro Tip: Start by delegating two simple tasks a week to an employee (or employees) who directly reports to you.

7. Practice transparency.

A great leader is open and honest with their staff and takes accountability for their own actions. This establishes trust between management and employees, which is incredibly important during times of uncertainty.

Pro Tip: Commit to sending out weekly updates or hosting regularly scheduled meetings to keep employees informed about company wins and losses.

8. Become a mentor.

If you want to boost morale at the workplace and foster your company’s growth, you should also act as a mentor to your staff. You can be a mentor by uplifting your employees and guiding them toward advancement. This can be done with scheduled training activities and meetings.

Pro Tip: Schedule weekly or bi-weekly training sessions where you can offer advice and help staff members build their skills.

9. Improve time management.

Just like your employees, you have to meet your deadlines. That means committing to ending meetings on time, sending out important information in a timely manner, and following up when you say you will.

Pro Tip: Keep a timer and dedicate a specific amount of time to completing certain tasks. For example, give yourself 30 minutes to draft reports. If the task takes longer, keep track of why. Is the task naturally more time-consuming? Do you need to limit distractions? Use your findings to better audit your time in the future.

10. Micromanage less.

Micromanaging can make employees feel anxious, lower morale, and cause burnout for your staff. This all can lead to higher turnover and a decrease in productivity. Your employees want to know that you trust them to succeed in the company’s mission — so try to take a hands-off approach whenever possible, and make it clear that you’re always available for guidance when they need it.

Pro Tip: Reduce check-ins on projects to once a week or bi-weekly, allowing your employees to work without too much pressure.

11. Build a dynamic team.

A well-rounded team with diverse perspectives is a strong asset to any company. To achieve this as a leadership goal, you may want to look into higher diverse or global candidates, pair teams together, and emphasize fresh perspectives.

Pro Tip: A way to achieve this could be to implement blind hiring practices in your HR department and work to eliminate any biases.

12. Lead by example.

Whether it’s meeting deadlines, clocking into work on time, or increasing productivity, expecting your employees to live up to standards you aren’t meeting yourself is unfair. You have to set a positive example for your staff. That means approaching new tasks with enthusiasm and doing your part to ensure the company meets its goals.

Pro Tip: Don’t be afraid to get your hands dirty and step in to help with tedious projects when needed.

13. Offer more helpful constructive feedback.

As a leader, you should feel comfortable giving feedback to employees so that they know when they’re on the right track and where improvements can be made. Check-in with employees and give frequent positive feedback and constructive criticism to guide them along.

Pro Tip: Instead of waiting for something to go wrong to give feedback or waiting until an annual review, schedule weekly check-ins and make a point to acknowledge great work as soon as you see it.

14. Improve employee relations.

At a time when many employees are working from home and not together in a single office space, fostering strong professional relationships can be difficult. Making it a leadership goal to improve relationships among employees can ultimately build a stronger team that is dedicated to moving the company forward.

Pro Tip: Schedule bi-weekly or monthly coffee chats or virtual games to build community within the company and to allow your employees time to get to know each other in a relaxing environment.

15. Improve decision-making skills.

Make it a goal to find a decision-making process that helps you make sound decisions in a timely manner. This will help your team get started on projects sooner and allow the company to meet more deadlines. That decision-making process may include consulting your team for their input.

Pro Tip: This is yet another example of why it’s important to delegate certain tasks. Having someone you can appoint as a person you can defer to for input on decisions can help lessen the stress of decision-making.

16. Become aware of your team’s personal strengths.

Understanding your team’s individual strengths and weaknesses will make it easier to designate tasks most effectively. Make a point to evaluate each individual’s strength and assign tasks that will utilize those strengths. Your team will feel appreciated and production will go more smoothly.

Pro Tip: Once per quarter, send out surveys to employees asking them to highlight their strengths and areas they’d like to improve.

No matter how long you’ve been a leader, you should always have specific, actionable leadership goals to work toward. Becoming complacent inhibits growth — both yours and your company’s — so always reassess yourself and hold yourself accountable.

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Why We Are Always ‘Clicking to Buy’, According to Psychologists



Why We Are Always 'Clicking to Buy', According to Psychologists

Amazon pillows.


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A deeper dive into data, personalization and Copilots



A deeper dive into data, personalization and Copilots

Salesforce launched a collection of new, generative AI-related products at Connections in Chicago this week. They included new Einstein Copilots for marketers and merchants and Einstein Personalization.

To better understand, not only the potential impact of the new products, but the evolving Salesforce architecture, we sat down with Bobby Jania, CMO, Marketing Cloud.

Dig deeper: Salesforce piles on the Einstein Copilots

Salesforce’s evolving architecture

It’s hard to deny that Salesforce likes coming up with new names for platforms and products (what happened to Customer 360?) and this can sometimes make the observer wonder if something is brand new, or old but with a brand new name. In particular, what exactly is Einstein 1 and how is it related to Salesforce Data Cloud?

“Data Cloud is built on the Einstein 1 platform,” Jania explained. “The Einstein 1 platform is our entire Salesforce platform and that includes products like Sales Cloud, Service Cloud — that it includes the original idea of Salesforce not just being in the cloud, but being multi-tenancy.”

Data Cloud — not an acquisition, of course — was built natively on that platform. It was the first product built on Hyperforce, Salesforce’s new cloud infrastructure architecture. “Since Data Cloud was on what we now call the Einstein 1 platform from Day One, it has always natively connected to, and been able to read anything in Sales Cloud, Service Cloud [and so on]. On top of that, we can now bring in, not only structured but unstructured data.”

That’s a significant progression from the position, several years ago, when Salesforce had stitched together a platform around various acquisitions (ExactTarget, for example) that didn’t necessarily talk to each other.

“At times, what we would do is have a kind of behind-the-scenes flow where data from one product could be moved into another product,” said Jania, “but in many of those cases the data would then be in both, whereas now the data is in Data Cloud. Tableau will run natively off Data Cloud; Commerce Cloud, Service Cloud, Marketing Cloud — they’re all going to the same operational customer profile.” They’re not copying the data from Data Cloud, Jania confirmed.

Another thing to know is tit’s possible for Salesforce customers to import their own datasets into Data Cloud. “We wanted to create a federated data model,” said Jania. “If you’re using Snowflake, for example, we more or less virtually sit on your data lake. The value we add is that we will look at all your data and help you form these operational customer profiles.”

Let’s learn more about Einstein Copilot

“Copilot means that I have an assistant with me in the tool where I need to be working that contextually knows what I am trying to do and helps me at every step of the process,” Jania said.

For marketers, this might begin with a campaign brief developed with Copilot’s assistance, the identification of an audience based on the brief, and then the development of email or other content. “What’s really cool is the idea of Einstein Studio where our customers will create actions [for Copilot] that we hadn’t even thought about.”

Here’s a key insight (back to nomenclature). We reported on Copilot for markets, Copilot for merchants, Copilot for shoppers. It turns out, however, that there is just one Copilot, Einstein Copilot, and these are use cases. “There’s just one Copilot, we just add these for a little clarity; we’re going to talk about marketing use cases, about shoppers’ use cases. These are actions for the marketing use cases we built out of the box; you can build your own.”

It’s surely going to take a little time for marketers to learn to work easily with Copilot. “There’s always time for adoption,” Jania agreed. “What is directly connected with this is, this is my ninth Connections and this one has the most hands-on training that I’ve seen since 2014 — and a lot of that is getting people using Data Cloud, using these tools rather than just being given a demo.”

What’s new about Einstein Personalization

Salesforce Einstein has been around since 2016 and many of the use cases seem to have involved personalization in various forms. What’s new?

“Einstein Personalization is a real-time decision engine and it’s going to choose next-best-action, next-best-offer. What is new is that it’s a service now that runs natively on top of Data Cloud.” A lot of real-time decision engines need their own set of data that might actually be a subset of data. “Einstein Personalization is going to look holistically at a customer and recommend a next-best-action that could be natively surfaced in Service Cloud, Sales Cloud or Marketing Cloud.”

Finally, trust

One feature of the presentations at Connections was the reassurance that, although public LLMs like ChatGPT could be selected for application to customer data, none of that data would be retained by the LLMs. Is this just a matter of written agreements? No, not just that, said Jania.

“In the Einstein Trust Layer, all of the data, when it connects to an LLM, runs through our gateway. If there was a prompt that had personally identifiable information — a credit card number, an email address — at a mimum, all that is stripped out. The LLMs do not store the output; we store the output for auditing back in Salesforce. Any output that comes back through our gateway is logged in our system; it runs through a toxicity model; and only at the end do we put PII data back into the answer. There are real pieces beyond a handshake that this data is safe.”

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Why The Sales Team Hates Your Leads (And How To Fix It)



Why The Sales Team Hates Your Leads (And How To Fix It)

Why The Sales Team Hates Your Leads And How To

You ask the head of marketing how the team is doing and get a giant thumbs up. 👍

“Our MQLs are up!”

“Website conversion rates are at an all-time high!”

“Email click rates have never been this good!”

But when you ask the head of sales the same question, you get the response that echoes across sales desks worldwide — the leads from marketing suck. 

If you’re in this boat, you’re not alone. The issue of “leads from marketing suck” is a common situation in most organizations. In a HubSpot survey, only 9.1% of salespeople said leads they received from marketing were of very high quality.

Why do sales teams hate marketing-generated leads? And how can marketers help their sales peers fall in love with their leads? 

Let’s dive into the answers to these questions. Then, I’ll give you my secret lead gen kung-fu to ensure your sales team loves their marketing leads. 

Marketers Must Take Ownership

“I’ve hit the lead goal. If sales can’t close them, it’s their problem.”

How many times have you heard one of your marketers say something like this? When your teams are heavily siloed, it’s not hard to see how they get to this mindset — after all, if your marketing metrics look strong, they’ve done their part, right?

Not necessarily. 

The job of a marketer is not to drive traffic or even leads. The job of the marketer is to create messaging and offers that lead to revenue. Marketing is not a 100-meter sprint — it’s a relay race. The marketing team runs the first leg and hands the baton to sales to sprint to the finish.



To make leads valuable beyond the vanity metric of watching your MQLs tick up, you need to segment and nurture them. Screen the leads to see if they meet the parameters of your ideal customer profile. If yes, nurture them to find out how close their intent is to a sale. Only then should you pass the leads to sales. 

Lead Quality Control is a Bitter Pill that Works

Tighter quality control might reduce your overall MQLs. Still, it will ensure only the relevant leads go to sales, which is a win for your team and your organization.

This shift will require a mindset shift for your marketing team: instead of living and dying by the sheer number of MQLs, you need to create a collaborative culture between sales and marketing. Reinforce that “strong” marketing metrics that result in poor leads going to sales aren’t really strong at all.  

When you foster this culture of collaboration and accountability, it will be easier for the marketing team to receive feedback from sales about lead quality without getting defensive. 

Remember, the sales team is only holding marketing accountable so the entire organization can achieve the right results. It’s not sales vs marketing — it’s sales and marketing working together to get a great result. Nothing more, nothing less. 

We’ve identified the problem and where we need to go. So, how you do you get there?

Fix #1: Focus On High ROI Marketing Activities First

What is more valuable to you:

  • One more blog post for a few more views? 
  • One great review that prospective buyers strongly relate to?

Hopefully, you’ll choose the latter. After all, talking to customers and getting a solid testimonial can help your sales team close leads today.  Current customers talking about their previous issues, the other solutions they tried, why they chose you, and the results you helped them achieve is marketing gold.

On the other hand, even the best blog content will take months to gain enough traction to impact your revenue.

Still, many marketers who say they want to prioritize customer reviews focus all their efforts on blog content and other “top of the funnel” (Awareness, Acquisition, and Activation) efforts. 

The bottom half of the growth marketing funnel (Retention, Reputation, and Revenue) often gets ignored, even though it’s where you’ll find some of the highest ROI activities.

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Most marketers know retaining a customer is easier than acquiring a new one. But knowing this and working with sales on retention and account expansion are two different things. 

When you start focusing on retention, upselling, and expansion, your entire organization will feel it, from sales to customer success. These happier customers will increase your average account value and drive awareness through strong word of mouth, giving you one heck of a win/win.

Winning the Retention, Reputation, and Referral game also helps feed your Awareness, Acquisition, and Activation activities:

  • Increasing customer retention means more dollars stay within your organization to help achieve revenue goals and fund lead gen initiatives.
  • A fully functioning referral system lowers your customer acquisition cost (CAC) because these leads are already warm coming in the door.
  • Case studies and reviews are powerful marketing assets for lead gen and nurture activities as they demonstrate how you’ve solved identical issues for other companies.

Remember that the bottom half of your marketing and sales funnel is just as important as the top half. After all, there’s no point pouring leads into a leaky funnel. Instead, you want to build a frictionless, powerful growth engine that brings in the right leads, nurtures them into customers, and then delights those customers to the point that they can’t help but rave about you.

So, build a strong foundation and start from the bottom up. You’ll find a better return on your investment. 

Fix #2: Join Sales Calls to Better Understand Your Target Audience

You can’t market well what you don’t know how to sell.

Your sales team speaks directly to customers, understands their pain points, and knows the language they use to talk about those pains. Your marketing team needs this information to craft the perfect marketing messaging your target audience will identify with.

When marketers join sales calls or speak to existing customers, they get firsthand introductions to these pain points. Often, marketers realize that customers’ pain points and reservations are very different from those they address in their messaging. 

Once you understand your ideal customers’ objections, anxieties, and pressing questions, you can create content and messaging to remove some of these reservations before the sales call. This effort removes a barrier for your sales team, resulting in more SQLs.

Fix #3: Create Collateral That Closes Deals

One-pagers, landing pages, PDFs, decks — sales collateral could be anything that helps increase the chance of closing a deal. Let me share an example from Lean Labs. 

Our webinar page has a CTA form that allows visitors to talk to our team. Instead of a simple “get in touch” form, we created a drop-down segmentation based on the user’s challenge and need. This step helps the reader feel seen, gives them hope that they’ll receive real value from the interaction, and provides unique content to users based on their selection.

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So, if they select I need help with crushing it on HubSpot, they’ll get a landing page with HubSpot-specific content (including a video) and a meeting scheduler. 

Speaking directly to your audience’s needs and pain points through these steps dramatically increases the chances of them booking a call. Why? Because instead of trusting that a generic “expert” will be able to help them with their highly specific problem, they can see through our content and our form design that Lean Labs can solve their most pressing pain point. 

Fix #4: Focus On Reviews and Create an Impact Loop

A lot of people think good marketing is expensive. You know what’s even more expensive? Bad marketing

To get the best ROI on your marketing efforts, you need to create a marketing machine that pays for itself. When you create this machine, you need to think about two loops: the growth loop and the impact loop.

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  • Growth loop — Awareness ➡ Acquisition ➡ Activation ➡ Revenue ➡ Awareness: This is where most marketers start. 
  • Impact loop — Results ➡ Reviews ➡ Retention ➡ Referrals ➡ Results: This is where great marketers start. 

Most marketers start with their growth loop and then hope that traction feeds into their impact loop. However, the reality is that starting with your impact loop is going to be far more likely to set your marketing engine up for success

Let me share a client story to show you what this looks like in real life.

Client Story: 4X Website Leads In A Single Quarter

We partnered with a health tech startup looking to grow their website leads. One way to grow website leads is to boost organic traffic, of course, but any organic play is going to take time. If you’re playing the SEO game alone, quadrupling conversions can take up to a year or longer.

But we did it in a single quarter. Here’s how.

We realized that the startup’s demos were converting lower than industry standards. A little more digging showed us why: our client was new enough to the market that the average person didn’t trust them enough yet to want to invest in checking out a demo. So, what did we do?

We prioritized the last part of the funnel: reputation.

We ran a 5-star reputation campaign to collect reviews. Once we had the reviews we needed, we showcased them at critical parts of the website and then made sure those same reviews were posted and shown on other third-party review platforms. 

Remember that reputation plays are vital, and they’re one of the plays startups often neglect at best and ignore at worst. What others say about your business is ten times more important than what you say about yourself

By providing customer validation at critical points in the buyer journey, we were able to 4X the website leads in a single quarter!

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So, when you talk to customers, always look for opportunities to drive review/referral conversations and use them in marketing collateral throughout the buyer journey. 

Fix #5: Launch Phantom Offers for Higher Quality Leads 

You may be reading this post thinking, okay, my lead magnets and offers might be way off the mark, but how will I get the budget to create a new one that might not even work?

It’s an age-old issue: marketing teams invest way too much time and resources into creating lead magnets that fail to generate quality leads

One way to improve your chances of success, remain nimble, and stay aligned with your audience without breaking the bank is to create phantom offers, i.e., gauge the audience interest in your lead magnet before you create them.

For example, if you want to create a “World Security Report” for Chief Security Officers, don’t do all the research and complete the report as Step One. Instead, tease the offer to your audience before you spend time making it. Put an offer on your site asking visitors to join the waitlist for this report. Then wait and see how that phantom offer converts. 

This is precisely what we did for a report by Allied Universal that ended up generating 80 conversions before its release.

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The best thing about a phantom offer is that it’s a win/win scenario: 

  • Best case: You get conversions even before you create your lead magnet.
  • Worst case: You save resources by not creating a lead magnet no one wants.  

Remember, You’re On The Same Team 

We’ve talked a lot about the reasons your marketing leads might suck. However, remember that it’s not all on marketers, either. At the end of the day, marketing and sales professionals are on the same team. They are not in competition with each other. They are allies working together toward a common goal. 

Smaller companies — or anyone under $10M in net new revenue — shouldn’t even separate sales and marketing into different departments. These teams need to be so in sync with one another that your best bet is to align them into a single growth team, one cohesive front with a single goal: profitable customer acquisition.

Interested in learning more about the growth marketing mindset? Check out the Lean Labs Growth Playbook that’s helped 25+ B2B SaaS marketing teams plan, budget, and accelerate growth.

Disruptive Design Raising the Bar of Content Marketing with Graphic

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