By Jen Porett, manager, Wipfli

Leadership isn’t defined by a title, but by influence. Whether it’s formally recognized or not, everyone within an organization has the ability to lead.
Leadership shows up in:

• How a person behaves
• How a person influences others
• How a person serves the team and organization

It’s about what a person does, not the position they hold. For example, two powerful ways to demonstrate leadership are to set clear expectations and coach for growth.

Setting Clear Expectations
When expectations aren’t clearly defined, people fill in the gaps – often with the wrong assumptions. If individuals are not clear on what they need from someone, they still may move forward confidently, but not in the intended direction.

For direct reports, clarity matters even more. How will employees know what success looks like – or what they’re being measured on – if performance expectations aren’t crystal clear? Clear goals create focus, motivation and a shared understanding of priorities. They also give individuals a sense of accomplishment as they make progress Research backs this up. According to HQ Hire, individuals who write down their goals are significantly more likely to achieve them, especially when those goals are relevant and appropriately challenging. A simple framework for goal setting is SMART:

• Specific
• Motivating
• Attainable
• Relevant
• Trackable

In practice, the most important pieces are “specific” and “trackable,” while the others serve as quick checks to help ensure the goal is realistic and meaningful. Here are
a few examples:

• Reduce cycle time by 5% on the top three molding presses by September 30 through process optimization and set-up standardization.
• Reduce scrap and regrind rates from 4.2% to 3.5% across all molding lines by December 31.
• Reduce recordable safety incidents by 20% by year-end through monthly safety audits and refresher training.

Clear expectations only work when accountability follows. Accountability is the willingness to take responsibility for actions – personally, mutually and across the organization. Leaders should model it, holding themselves to the same standards they expect of their teams.

Coaching for Growth and Development
Once expectations are clear, coaching becomes a powerful tool for growth. Before diving in, a few quick definitions:

• Coaching is about listening deeply and asking powerful questions so others can discover their own answers. This works best when someone is open and willing to be coached.
• Mentoring involves sharing experience and advice to guide someone’s development.
• Directing means providing clear instructions, specific guidance and close oversight. This is most effective when someone is new to a role or task.

According to the International Coaching Federation (ICF), 80% of individuals who receive coaching report increased self-confidence, while 70% report improved work performance, relationships and communication skills.

The Skill of Listening
Effective coaching starts with listening to understand, not listening to respond. Many people are used to what can be described as verbal ping-pong: to listen just long enough to reply. Coaching requires something different. Active listening means:

• Process and reflect on what an individual hears
• Paraphrase and clarify
• Challenge assumptions appropriately
• Check for understanding

Active listening is a hard skill to master and one worth practicing.

Asking Better Questions
Great coaching also relies on asking the right kinds of questions. A mix of questions works best:

• Closed-ended questions lead to short, defined answers like “yes” or “no.”
• Open-ended questions often start with what, how, when, where, who or why.
• Exploratory questions invite reflection, such as “Tell me about a time…” or “Describe what you were thinking and feeling.”

When used together, these questions help expand perspective, build self-awareness, surface blind spots and explore new options.

The GROW Coaching Model
One of the most common coaching frameworks is GROW:

• Goal: What does the individual want to accomplish?
• Reality: What’s happening right now? What already has been tried?
• Options: What could be tried next?
• Will: What will the individual commit to before the next conversation?

Sample Coaching Questions:
Goal
What is the individual hoping to accomplish?
What will success look like?
How does the individual want to feel once this is done?

Reality
How important is this right now?
What currently is being done?
What’s getting in the way?

Options
What ideas are available?
What else could be tried?
Who has done this successfully before?

Will
What is the first step to be taken?
Who might provide support or accountability?
What will help sustain commitment?

Here’s the takeaway: Leadership isn’t reserved for people with titles. It shows up in everyday moments – how clearly individuals communicate, how they hold themselves accountable and how they support others in growing.

Jen Porett is a manager with more than two decades of experience in leadership development. She brings deep expertise in coaching, facilitation and change management. Known for her strong relationship-building skills and emotional intelligence, Porett creates environments where people feel supported, challenged, and empowered to grow.

More information: www.wipfli.com