Name: Elizabeth J Tarquin

Title: CEO

Organisation: CASE Consultants International

Click here to read Elizabeth's first written interview: 7 Questions on Leadership

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We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Elizabeth's answers will encourage you in your leadership journey. Enjoy!

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Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Trust is fundamentally rooted in integrity, which, for me, begins with being an attentive listener. Whether interacting with employees, clients, or partners, I prioritize putting away distractions like email and phones to engage in active listening. Maintaining direct eye contact and genuine interest in what others are saying underscores their value, laying the foundation for trust in various relationships, be it peer-to-peer, manager-to-direct report, or employee-to-supervisor. This commitment to focused communication builds a solid trust framework.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

From my perspective, vision and mission are distinct concepts - vision encompasses the distant destination, where we aspire to go. Mission defines what we stand for - the why behind our actions. Nuanced and linked together, they offer the foundation for good business and leadership.

In practical business scenarios, a robust mission, defining what we stand for, is crucial to navigate the risks associated with what often feels like endless options or distractions. While it's important to keep an eye on peripheral opportunities, a good leader must also maintain their well-defined mission as a guiding force, preventing a company from fragmenting into diverse directions, diluting its messaging, and inefficiently allocating limited resources.

Vision outlines the destination, and a business leader should also safeguard it as the tool steering real-world goals, which, in turn, drive objectives and measurable metrics. These metrics, both quantitative and qualitative, become guiding tools for leaders, shaping the trajectory of the business.

3. How can a leader empower the people they're leading?

The art of leadership lies in navigating the complex balance of authority and autonomy with their teams, peers, and superiors. This challenge has been a recurring theme in my recent conversations with colleagues and is a constant challenge for leaders across all organizational levels. Understanding the diverse skills, communication styles, readiness for added responsibilities, motivation, etc., of individuals is a constant of leadership, in addition to how to effectively orchestrate individuals into a high-performance team.

A leader's role involves discerning and adjusting to each person's unique needs in terms of guidance and independence. The key nuance lies in mastering the art of checking in, monitoring, and providing guidance without stifling creativity and initiative. While there may not be a one-size-fits-all solution or a perfect heuristic, I believe effective leaders recognize that delegating responsibilities, along with a degree of control, acts as an organizational multiplier and serves as a strength, fostering growth and efficiency within the team.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

This is a tough question! I can name quite a few, including some 'anti-mentors' from whom I've learned what NOT to do. These lessons, although painful while being delivered, can be just as valuable in figuring out what sort of leader a person wants to be and how to avoid the pitfalls that outsize egos, assumptions, and other issues often create.

Illustrating this point with a personal example, there's an individual I've known for over two decades in various capacities. While not a formally designated mentor, I've consistently sought his objective, clear, and trust-driven insights when needed. At a recent large conference, he made a profound statement that resonated with me: "There's not a person in this room that would not work with me." His unwavering integrity, even in the face of challenges and temptations, has set him apart, and it's a quality I aspire to emulate. I believe that maintaining integrity is the true measure of success, surpassing any short-term victories that might be achieved through compromise.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Although it's tempting to be all things to all people, I have learned that I can only do so much during the day, and that I need downtime to function most effectively. So I make sure I make time for me - usually out in nature - to reground, let my brain rest a little, and prioritize where my energy is most valuable and needed.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I think this is a constant for me - not just Plan A, but B, C, D, X. It's in my nature to look at different scenarios, so I find it natural. I also think planning for multiple paths helps put you in the way of lucky moments.

So I have a general direction for years, more refined for months, and for the week ahead, hopefully something solid. Every plan has a caveat so that I can take advantage of changes outside my control, but to which I can adapt my plan accordingly.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegation is the hardest lesson to learn, and I don't think any leader ever really masters it (those that think they do are in for some shockers). For new leaders trying to let go, I think it's important to realize that nothing is ever really in their control. Also, others may come up with an equitable or better idea, and it's OK to let go of the minutiae to see what the person you have delegated an action to comes up with.

Most of all, though, practice. Delegating effectively takes practice, a willingness to make a few mistakes, an ability to adjust, and the resilience to keep at it until you feel that you are able to let go of certain activities that will free you up for the more important tasks.