The

Best-Kept
Secret
in
Executive
Leadership
And Why You Need
To Know About It

Libby Gill
 Over the past 35 years, I’ve been fortunate to work with a handful of big brands ranging from Bank of
America and Capital One to Warner Bros. and Disney.

My work has landed me on Bloomberg, CNN, The Early Show, Inside Edition, The New York Times, NPR,
The Today Show, and The Wall Street Journal.

Why do I tell you this?

Because I’ve been where you are.

I know what it’s like to have that unquestionable drive for personal and professional growth.

The desire to lead people to achieve great things.

And I’ve come out on top because I discovered the best-kept secret in executive leadership.

Whether you’re a newly appointed leader transitioning into your first C-level position or an emerging
Senior Leader, chances are you’ve struggled to inspire a team.

Over my career, I’ve learned there are four key characteristics and executive leadership qualities followers want
from their leaders.

Compassion, stability, and trust are the traits most business books will tell you about, but they leave out the
most important one.

Executives I’ve personally helped at companies like Microsoft, Warner Bros, and United Healthcare, all
know the ONE leadership quality that truly drives long-lasting and positive culture change is actually...hope!

If you’re an executive climbing to the top, you MUST understand this concept before you can lead your teams
and navigate corporate change.

Why? Because if you don’t understand it, teams shut down and become resistant to change.

Trust me… because it happened to me.

You see, I learned this firsthand when I was recruited to lead Media Relations and Corporate Communications
for the worldwide television group at Universal Studios. I joined shortly after it had been purchased by
Seagram’s, the spirits company.

And since the purchase, a massive reorganization was underway. People were scared of losing their jobs so they
kept their heads down. They stuck to their lanes and protected their turf.

2 The Best-Kept Secret in Executive Leadership...And Why You Need To Know About It
They were tired of all the management changes and were unclear about the direction of the company.

In my role, I was responsible for developing emerging leaders within the division to create bench strength
and succession capabilities.

And despite my early, enthusiastic attempts to inspire hope in people that the company was going in the right
direction, most people were simply closed off, burying their heads in the sand, and absolutely refusing to
accept the change … even though it had already happened.

I needed a breakthrough. The company was counting on me and if I didn’t help the situation (and fast!) I
might be next on the chopping block.

Here’s what I did... It’s the exact playbook I’m sharing in this eBook to help YOU level up your leadership skills.

Breaking Down The Walls

Understanding why people resist change is the first step in figuring out how to get them to change. You’ll find
that the reason most people resist change usually falls into one of five categories:

1. Biological hardwiring - We ask ourselves: why do I feel so stressed?

2. Feeling out of control - We want to know: who needs all that ambiguity?
3. Misplaced loyalty - We wonder: was my old boss really that bad?
4. Fear of failure - We worry: am I really up to the challenge?
5. Old habits die hard - We whine: isn’t the world complex enough?

With that many reasons to resist change, it’s no wonder you’re probably dealing with indifference and excuses
when it comes to your team dealing with change. I know I was.

But I’m no quitter.

www.libbygill.com 3
 I embarked on a journey across the Universal Studios campus in my trusty golf cart and started breaking
down those walls by using the best-kept secret in executive leadership. With a bit of guidance from me, most
people were willing to reignite that spark of hope in the form of engagement and collaboration.

They wanted to win.

I eventually broke through the artificial walls and inspired these teams to work together. This led to a flurry
of events that included massive news coverage when we unfurled five-story banners in the theme park,
painted giant show logos on sound stage rooftops, and held swag-filled TV nights that increased viewership,
loyalty, and ultimately a clear vision for a successful future.

Without using the best-kept secret in executive leadership (read: hope), famously siloed divisions would have
remained closed off, the company’s revenue goals would have remained a distant hope, and the employees
and leaders would have remained stuck.

Hope can be an elusive leadership skill for many executives. So let’s get clear on what hope in executive
leadership really is:

The Best Kept Secret In Leadership

When poet Emily Dickinson famously said, “Hope is the thing with feathers,” she neglected to mention that
it is also the thing with talons. Soaring and magical, hope lifts our sense of what is possible, but it also gives
us the tenacity to hold tightly to our vision despite the obstacles.

The word hope is derived from Old English and literally

means to “leap forward with expectation.”

Hope plays such a pivotal part in our lives that scientists

have endeavored to define its role in what’s known as
“Hope Theory.”

Nowadays, I use Hope Theory as part of my “True Hope

Process” which guides leaders to set ambitious goals fueled
by passion but also grounded in pragmatism.

Applying the lessons from Hope Theory to the workplace,

I’ve customized the process to tie individual performance
and organizational culture to business outcomes including
leading your team, navigating corporate change, and
increasing your leadership skills.

Now that you know what hope is in executive leadership,

I’ll let you in on the real secret that will dramatically level
up your skill set: how to inspire hope.

4 The Best-Kept Secret in Executive Leadership...And Why You Need To Know About It
 3 Non-Negotiable Things Leaders Need
To Inspire A Hope-Fueled Workplace
Dr. Shane Lopez, author of Making Hope Happen, explains there are three things leaders need to do to create a
hope-fueled workplace.

1 Create and sustain excitement about the future.

People with a clear vision of the future are more willing to work towards it. Once you’ve defined your purpose,
share it! Paint a vivid picture of what the future looks like so your team can envision it too.

2 Remove existing obstacles to goals and avoid creating new ones.

When I joined Universal Studios, a massive reorganization was underway, and in approximately two years,
every business unit - music, motion pictures, theme parks, television, and consumer products - had new
management in place.

They had already heard about “new goals” multiple times and were growing desensitized to the idea.

You have to show you’re different.

Here’s how:

1. Find the formal and informal change agents and offer information appropriately.
2. Tell teams what they need to know.
3. Be open and transparent and avoid micromanaging.

Trust that your team will excel given the opportunity and guidance.

3 Re-establish goals whenever circumstances necessitate.

Warm up your emails, embrace your frontline and get to know your people (even if you don’t have a golf cart).
They’ll be more open to new or updated goals if they view you as a friendly face.

Creating a hope-fueled
workplace can inspire
company-wide change
and drive growth. By
understanding why
people resist change and
how you can inspire hope
within them instead, you
can become the leader
your team needs.

www.libbygill.com 5
 Where To Go From Here?
Inspiring hope doesn’t have to be hard, but it does take work. The guidance above is just the beginning.

Trust me because I’ve done this with countless brands including Sony, Cadbury, ADP, Honda, and more.

If you’re an executive looking to improve your leadership skills, I’m here to help.

Just ask Aysegul.

I began working with Aysegul (pronounced ai-sha-gull) Peker two years ago after she began
a new job at Facebook, relocating with her family to Seattle, WA. She was hoping for a
“permanent professional home” and wanted Facebook to be that place.

Originally from Turkey, she came to the U.S. in her twenties, learned English,
went to grad school at North Carolina State University, and earned a Ph.D. in
data science.

As a technology expert, Aysegul had been an individual contributor for much

of her career, but at Facebook she would be managing a team. We tailored my
1-on-1 coaching with her to fit her specific needs.

We focused on leadership development, customizing communication with her supervisors,

peers, and direct reports, setting operational goals, and holding her team to meeting objectives.

Although she was comfortable managing down, managing up was more challenging for her.
We continued our work together and Aysegul grew in leadership ability, executive presence and
building team cohesiveness and culture.

In three short months, she was promoted to another track and given a larger team! Plus, she
finally felt secure in her decision to move her family from Southern California and felt that she
had found her professional home.

Now, just over a year later, I am coaching her again as she has earned yet another promotion.

At this point, she runs a larger team and is partnered with peers on some large-scale projects.
Highly coachable, Aysegul continues to grow in leadership presence and we are now focusing
on high-level communication skills, as she regularly gives progress updates and presentations to
senior management.

Aysegul put everything into herself and she’s reaping the benefits.

Now, I’d like to do the same for you.

Whether you’re a burgeoning new executive or a seasoned leader looking to continue climbing the ranks,
I want to hear your story.

Click here to fill out the short survey and tell me about your situation. If it’s a good match and I feel
I can help, we’ll find some time to chat and go deeper.

6 The Best-Kept Secret in Executive Leadership...And Why You Need To Know About It
About the Author:
WHAT I DO: I help high-level executives lead their teams, navigate
corporate change and increase their leadership skills exponentially by
providing Executive Coaching, Leadership & Development training.

WHO I WORK WITH: I’ve spent the past 35+ years serving
clients including:
• ADP • Microsoft
• Bank of America • Oracle
• Capital One • PayPal
• Cisco • Royal Caribbean
• Deloitte • Speedo
• Disney • Sutter Health
• Eli Lilly • Vanguard
• First American Insurance • Viacom
• Honda • Warner Bros
• Intel • Wells Fargo
• Kellogg’s

WHERE YOU’VE SEEN ME:

• Bloomberg
• CNN
• The Early Show
• Inside Edition
• The New York Times
• NPR
• The Today Show
• The Wall Street Journal

WHAT MAKES ME UNIQUE: Having worked inside (as the former head of communications for media
giants Sony, Universal & Turner Broadcasting) some of the biggest brands on the planet, along with writing
multiple award-winning books on leadership and professional development, I bring unparalleled real-world
experience, insight, and understanding of the corporate climate and the unique challenges Executives face.

TOPICS I COVER:
• Leadership Development
• Executive & Board Presence
• Culture & Corporate Change
• Organizational Structure
• Communication & Collaboration
• Team Cohesiveness

READY TO TALK?
Click here to fill out the short survey and tell me about your situation. If it’s a good match and I feel I
can help, we’ll find some time to chat and go deeper.

www.libbygill.com 7
 How Likeable Are You?
As an exclusive bonus, I’d like to offer a quick assessment I do with all my top-tier executive
coaching clients -- and I’ll share it for FREE with you here in my eBook so you can have immediate
actionable items.

It’s called “The Likeable Leader Assessment.”

I use it to determine how likeable my clients are as leaders. In a study conducted by management
consulting firm Zenger Folkman, the study authors found that leaders who scored high on likeability
were also treated as the most effective leaders by their colleagues.

In short, likeability is the ultimate executive superpower. With it, you can accomplish great things.

So if you’re not very likeable, it’s a time-worthy goal to pursue.

Ready?

Great. Here’s how it works.

Ask yourself the following questions to see how you score as a Likeable Leader. Note your responses
and the corresponding points using the following key:

Yes, I’ve got this. Score 3 points

Kinda sorta. Score 2 points
I could do a LOT better. 1 point

1. If you make a promise to someone in your group, do you keep it?

2. Do you promote easy collaboration and open communication?
3. Are you trusted and respected by your team?
4. Do you give feedback that is both candid and constructive, without belittling the receiver?
5. Do you share the credit with others when things go well?
6. Do you take the blame when things go wrong?
7. Do you consciously set a good example through your words and actions?

8 The Best-Kept Secret in Executive Leadership...And Why You Need To Know About It
 8. Are you aware when your team members feel stressed or overloaded?
9. Do you know your employees as people, not just as professionals?
10. Do you attempt to keep a level playing field among your team members and avoid playing
favorites unfairly?
11. Do you show vulnerability when appropriate?
12. Do you have a sense of humor, encouraging fun and laughter among your team?

Check below to get your Leadership Likeability score:

24-36 Inspirational Leader: Bravo! You’re showing genuine care and concern for team
members, an authentic desire to connect, and the ability to inspire others to grow and develop.
Continue to help others as you build a culture of collaboration, trust, and respect.

13-24 Fair to Middling Manager: You’re doing a decent job of demonstrating care and
kindness to others, but it still leaves a lot to be desired. Fine-tune your leadership likeability with
deep listening, positive role-modeling, and direct feedback.

1-12 Barely Likeable Boss: Chances are you put your own needs before others, failing
to give your teammates the encouragement and support they need to grow. Warm-up your
communication and make sure you treat people with respect and kindness.

Want to become an even more likeable and better leader?

Click here to fill out the short survey and tell me about your situation. If it’s a good match and
I feel I can help, we’ll find some time to chat and go deeper.

www.libbygill.com 9