Summary: Leadership Two Words at a Time: Simple Truths for Leading Complicated People by Bill Treasurer

• Leadership Two Words at a Time offers simple but profound truths for leading people and driving change.
• Learn to lead powerfully but speak simply, two words at a time.

Leadership Two Words at a Time (2022) is a simple, practical guide to leadership. Following two-word instructions such as “create trust,” you can become a better leader – inspiring others and improving your work environment.

Recommendation

Stepping into your first leadership position can feel overwhelming and intimidating. You’ll welcome good advice when you suddenly face multiple responsibilities and a steep learning curve. That’s why Bill Treasurer’s excellent book should be mandatory reading for new leaders – and it’s a good refresher for any leader. The author uses two-word phrases to highlight key leadership concepts – such as “cultivate composure,” “trust first” and “practice humility” – and shares solid advice gained from decades of rich leadership experience. Treasurer doesn’t waste time with fancy language and theories; he offers suggestions to help new leaders learn and grow. They’ll want to keep his manual within reach.

Take-Aways

• New leaders need a steady, experienced hand for the bumpy journey ahead.
• Remember leadership lessons in clear two-word phrases.
• Self-discovery is a prerequisite for effective leadership.
• Be a role model for the people you lead.
• Harsh reality sets in when the excitement of being a new leader wanes.
• Take care of yourself and show some self-respect.
• Beware of leadership’s creeping, seductive power.
• Threat and intimidation rule when trust is absent.

Introduction: Two words to make you a better leader

In the hustle and bustle of the workplace, it’s easy to get caught up in day-to-day tasks and overlook the essence of what truly makes a leader impactful.

Drawing on years of leadership training experience, Bill Treasurer focuses on core principles that are often forgotten in the whirlwind of deadlines and meetings.

For instance, ask yourself when the last time you had a 15-minute chat with one of your direct reports was. It may not seem that important, but good leaders understand that these things matter.

In this summary to Leadership Two Words at a Time we’ll bring the complex art of leadership back to basics, encapsulated in simple, two-word phrases. We’ll take a practical approach, weaving in real-life examples and actionable advice. This summary is designed not just to inspire but also to instigate real change in how you, as a leader, operate in your professional environment.

Whether you’re a seasoned executive or stepping into your first leadership role, you’ll gain insights that are simple but profound. Sometimes, the most important lessons can be conveyed in just a couple of words.

Know yourself

To lead others, you need to be able to lead yourself. And to do this, you’ve got to start with some self-examination – really get down to the nitty-gritty of what makes you tick. What are you good at? Where might there be room for improvement?

Bill Treasurer compares strengths to personal rays of sunshine. They’re good in moderation – but in leadership, too much sun can cast a shadow. In other words, overusing your strengths will result in diminishing returns.

Let’s say you’re an intellectual kind of leader – someone who’s great at analysis. Of course, generally, that’s a good quality. But if you overdo it, you might end up nitpicking, or coming off too strong, and that can create distance with the team. Striking the right balance with your strengths is crucial – they should brighten, not blind.

As well as knowing your strengths and weaknesses, you should also take the time to identify your values. What’s important to you? And as a leader, are your actions in line with these values?

For instance, a leader who talks about the importance of family values, but rarely spends time at home – well, it doesn’t set a great example. If you’re not walking your talk, it won’t go unnoticed, and your credibility could take a hit. Also, living by your values isn’t just about you – it sets the tone for how authentic and influential your leadership is. So, set an example for your team.

There are many ways you can do this. For instance, here’s the story of one of Treasurer’s coaching clients, who was the head of safety for a construction company.

This leader wanted his team to be able to have honest conversations about safety so they could improve the safety culture in the workplace and avoid accidents and fatalities. So here’s what he did. He started the conversation himself. He led a meeting where he opened up, admitting to his own safety lapses and the mistakes he’d made in his life. By the end of the session, he was in tears, and some of the others in the room were getting choked up too.

Because of this leader’s openness, his team felt motivated to share their own stories. It was the start of an important dialogue about safety, and a shift in the company’s culture.

That’s how you do it – by modeling your values and setting an example.

The vibe you bring as a leader has a ripple effect on your whole workplace. Lead with genuine positivity and stick to your values, and you’ll see that reflected in the culture of your team.

So remember, it all starts with these two words of advice – know yourself.

Create trust

Presumably, you want your team to trust you, right?  Well, here’s an example of what not to do.

Treasurer knew a business owner who had a unique approach to leaving for his vacation. Before he left, he’d make it look as if his office was still being used – with a cup of coffee and notes scattered across the desk. It looked as though he’d just gone to the restroom when actually, he’d gone on vacation.

Why did he do this? Basically, because he thought his employees would slack off if they knew he wasn’t around. He didn’t trust them.

And did they trust him? Well, what do you think? Would you trust your boss if they showed so little trust in you?

Trust is essential in shaping how a team operates and how well it succeeds.

The thing is, creating trust starts with a leader’s willingness to give it away first, even though it feels risky. But it’s worth it. Trust is what binds a leader to their team.

Of course, it isn’t easy. It takes guts to trust someone. You’re betting on your team, knowing they might not always come through. But when you take that bet, you’re laying the foundations for a relationship that can withstand challenges.

Solidifying this trust means really getting to know the team. It’s about spending 15 minutes one-on-one, not just to talk shop but to connect on a personal level. It’s about showing that you see them not just as employees, but as people, with lives and aspirations beyond the office walls.

Trust also grows in a safe space. A space where ideas can be tossed around without fear, where speaking up is encouraged, and where people feel like they can challenge ideas when necessary.

To create an atmosphere of safety, work with your team to agree on boundaries for this kind of discussion – guidelines for constructive conversations and criticism. For example, a rule might be “Don’t gloat if you’re right about something.” Or “Be honest without brutality.”

Remember, words matter. And that goes for you too. Think before you speak, as a simple tweak in phrasing can lift someone up or cut them down.

For instance, instead of saying “That idea wasn’t bad,” say “That idea was good.” Or rather than telling your team member “You make me feel frustrated,” say “I’m feeling frustrated.”

It may seem like a subtle thing, but it makes all the difference.

Tough talks and hard days will come – that’s a given. But if the focus remains on building a haven of trust and safety, the team won’t just work but will thrive.

And that’s the aim: a workplace where everyone, from top to bottom, knows they’re part of something special and feels empowered to give their best.

It’s as simple as these two words: “Create trust.” Do that, and the rest will follow.

Nurture talent

When you’re wrapped up in your day-to-day duties, it’s easy to lose sight of one of the central parts of being a leader – nurturing people’s talent. Let’s look at how you can lean into this role effectively.

Start by looking for opportunities to nurture talent – they’re all around you, especially in the rhythms of regular work life.

Consider your usual weekly meeting. Instead of leading it every time, why not pass the baton? Give others the chance to guide the discussion. It’s a simple move that can boost someone’s leadership experience in a space where they feel supported.

Letting someone else lead the meeting is a form of delegation – something that many leaders struggle with. They get bogged down doing tasks that their team could tackle.

Delegation is more than just clearing your schedule. It’s about giving your team a chance to level up their skills, which in turn can help you focus on broader leadership roles and responsibilities.

So how about you do a little homework? Take a look at your to-do list, and spot tasks that you can hand over. This doesn’t just lighten your load – it can also uncover hidden skills in your team members.

Next, feedback. It’s indispensable for helping talent bloom. But let’s be honest, it often falls by the wayside. Not giving feedback is like leaving your team in the dark.

That’s what happened to someone the author worked with – a director at a nonprofit organization. Her board didn’t give her any performance feedback for five years.

Feedback needs to be regular. Your role as a leader is to reinforce the good and give some coaching on the not-so-good.

Start the conversation by asking, “How do you think that went?” It opens the door to self-reflection and personal accountability.

When someone’s performance isn’t up to scratch, or they’ve made a mistake, giving feedback can be tricky.

Treasurer’s advice is to “have a BEER” with your team member.

But that’s not what it sounds like. By “BEER,” we don’t mean the drink but the framework for feedback. “BEER” stands for “Behavior,” “Effect, “Expectations,” and “Results.”

This is what you do.

Lay out the Behavior that needs to change, and why. Explain its Effect – the negative effect it’s having on people, or the worker’s performance. Then clarify your Expectations.

Finally, end the conversation with the positive Results that can come from making a shift. It should be constructive, forward-looking feedback.

In wrapping up, helping your team’s talent shine isn’t just good for them. It’s a cornerstone of strong leadership.

So, make these two words your motto – “nurture talent.”

Promote inclusion

Imagine you’re in the process of hiring a new candidate for your team. You interview Melanie. She’s friendly, professional, and has plenty of experience.

But there’s something a bit different about Melanie. There’s a noticeable tremble in her movements. And she uses a hearing aid, which means the pace of the interview shifts slightly, as she needs a bit more time to answer your questions.

This is where you stand at a crossroads. Is Melanie the right fit for your team?

This moment is more than a hiring decision – it’s a test of your unconscious biases, those hidden prejudices you don’t like to admit you have. We all like to think that we’re fair-minded, but our biases often decide without us even knowing.

With Melanie, hopefully, you’d see beyond her physical differences to the skills and potential she brings. This isn’t just about ticking the box for anti-discrimination – it’s about genuinely recognizing capability.

Melanie has deafness and cerebral palsy. These are the same conditions that Treasurer’s daughter has, and she’s a capable individual who’s successfully employed. So if you meet someone like Melanie, make sure you give her a fair chance.

The journey toward a truly inclusive workplace begins with recognizing your own biases. But it’s not enough to simply realize they exist. Although many organizations claim dedication to diversity, the reality often falls short, leaving individuals feeling sidelined. So it’s crucial to make proactive strides toward inclusion.

When you’re in a leadership role, you have the power to foster an inclusive environment. Aim to carve out opportunities for everyone and to understand and celebrate the rich tapestry of backgrounds and experiences your team brings to the table.

This means actively working against biases and avoiding favoring those who look or sound like you – which is what people tend to do naturally.

Here’s an activity you can do with your team. It’s called “I am, but I am not.” And it’s a simple but engaging way to start a conversation about diversity and debunk stereotypes.

Each person writes five sentences about themselves using the structure “I am, but I am not.”

For instance, when Treasurer did it with his team, he wrote “I am Irish, but I am not a drinker.”

These sentences challenge common misconceptions and stereotypes and highlight individuality.

It’s a great team-building exercise, as it tends to bring people together and make everyone appreciative of each other’s uniqueness.

As a leader, it’s your job to do just that – unite your team, and create a space where each person is seen and heard, so they feel empowered to contribute and succeed.

That’s true leadership. So, going forward, keep these two words in mind: “Promote inclusion.”

Summary

New leaders need a steady, experienced hand for the bumpy journey ahead.

Leadership is an onerous responsibility even for veterans, not to mention newly promoted leaders or young people stepping into managerial roles for the first time. Today’s political, economic and social issues complicate already demanding leadership positions.

The post-pandemic legion of remote workers continues to expand, offering more challenges for leaders who want to bring new employees on board, provide personalized feedback and build esprit de corps. Roughly 80% of organizations believe in prioritizing leadership development, according to Development Dimensions Inc.’s global leadership forecast, but only 5% have development plans ready to implement.

“New leaders aren’t trying to go from good to great, they’re just trying to survive till the end of the week.”

You typically earn a promotion to management due to your stellar track record in staff positions, but that record doesn’t automatically qualify you to lead. You may have to figure out your new position with minimal corporate support. You’re responsible for how other people perform, and you’ll have to contend with various personalities. Some people may appreciate your style and approach; others may not. In addition, your bosses will monitor you closely. New leaders often find their jobs overwhelming. Don’t complicate your situation by thinking and planning obsessively and doing too much yourself. Find the proper balance between being too nice or too bossy and between delegating or doing things yourself.

Remember leadership lessons in clear two-word phrases.

Boil every important leadership concept down to two words. For example, recite “calm confidence” to remind yourself how you want to appear in an important meeting.

“As a leader, you will learn that your fear, wherever it comes from, will be your biggest enemy and inhibitor.”

If you tend to interrupt, remind yourself to “talk less.” Other two-word lessons to heed include:

• “Deliver goodness” – Each morning, American founding father Benjamin Franklin asked himself, “What good shall I do this day?” Before he went to bed, he asked, “What good have I done today?”
• “Take notes” – To show respect, take notes when people report to you. This also helps you maintain accurate records.
• “Tidy up” – Don’t let your workspace become disorderly.
• “Showcase setbacks” – Don’t tell arrogant stories about your heroics. Tell stories about when life got the better of you so that people can identify with you.
• “Explore beliefs” – Be aware of other people’s spiritual beliefs and respect them.
• “Get associated” Join your industry’s professional organization to network and stay current.
• “Don’t brown-nose” –Toadies get no respect. Ask your boss if he or she wants you to be honest, even when you disagree or have bad news.
• “Give access” – When working with high-level leaders, ask them to speak directly with your team to give them access to executives.
• “Model courage” – Be first to take a brave leap forward; your team will follow.
• “Normalize discomfort” – Experiencing discomfort is a healthy part of growth. Don’t let it hold you or your team back.
• “Provide cover” – Sometimes, leaders unfairly criticize teams that are not their direct reports. Stand up and provide cover for your team.

Self-discovery is a prerequisite for effective leadership.

You must know yourself intimately to lead others. What are your strengths, weaknesses, principles, morals and interests? Are you sharper and more productive in the morning or afternoon? Are you impulsive? Empathetic? If you’re like everyone else, you’re compassionate, judgmental, joyful, jealous, insecure and charitable. You’re normal.

Leaders must be aware of how their behavior affects others. You cannot give in to anger or impatience. Fear is often the underlying cause of extreme or uncontrollable feelings. You may worry about losing or not getting something you believe is yours. Fear will sabotage your best efforts; use self-realization to identify your fears and lessen their effect on your leadership.

“If you claim to be a leader, and you turn around and nobody is following you, you’re not a leader. You’re just out for a walk.”

Integrity is a leader’s most important trait. Your words are meaningless unless you back them up with action. Your authenticity determines whether people follow you – particularly in difficult times. Align your actions with your principles. For example, don’t claim to prioritize family life and then work 75 hours a week.

Your upbringing has an enormous impact on how you navigate life. Growing up under challenging circumstances can become an advantage. For example, if your family struggled financially, you are likely to have empathy for those in a similar situation.

Be a role model for the people you lead.

Your team members will reflect your actions and attitudes. Since they take their cues from you, commits to a three-part Leadership Oath that holds you to the right mind-set and behavior.

“Remember, what’s going on inside of you usually gets transmitted outwardly.”

Part one of the Leadership Oath says to lead yourself forthrightly and monitor your impulses and motivations. Honor your ideals and your morals and conscience. Don’t let your ego rule your actions, avoid biased thinking and stay spiritually aware.

Your commitment to self-development leads to the second part of this Oath: Promise to be a productive leader who focuses on results. Understand that how you lead directly affects your company’s revenue, profits and expenses. Embrace the responsibility of effective leadership and sound management. Make sure you and your team stay ethical and rational.

Being open to productive dissent calls on the third part of your Leadership Oath: Promise to be a wise and humble leader, understanding that leadership is a privilege. Treat your employees with dignity. Provide them with ample opportunities to grow professionally. Honor inclusivity and diversity. You have a crucial obligation to do right by the people who report to you.

McKinsey & Company consultants are famous for their expertise and independence. They speak up and tell it straight – to clients and their bosses. This freedom of expression springs from how McKinsey wants its people to regard their work. Its executives encourage the firm’s consultants to maintain their “independent perspective.”

Harsh reality sets in when the excitement of being a new leader wanes.

As you settle into your new position, you may eventually realize that not everything is the way you anticipated.

“You’re only deemed successful as a leader if you get results. The drive to produce results is incessant.”

The initial excitement of a higher salary and spacious office soon wears off as responsibility and performance pressure build from every angle.Trying to meet everyone’s expectations adds to your mental burdens. Leadership is a hard job for several two-word reasons:

• “Unpredictable people” – You can’t anticipate how employees will behave. People can be sensible and mature or act like infants. If you operate in a childish atmosphere, you may sometimes find yourself behaving childishly.
• “Relentless demands”– You are only as good as your latest results. Regardless of your team’s last successful project, your job is to continue performing at a high level.
• “Uncomfortable change” – Change typically makes people uneasy. But people and organizations can’t evolve and improve without it. Pushing people outside their comfort zones is part of your responsibility. Be careful not to make them fear change because that would undermine morale and hurt productivity.
• “No cavalry” – Leaders are supposed to figure things out for themselves. Don’t expect the cavalry to ride to the rescue when you’re flailing around on the battlefield. Project self-assuredness even if you’re riddled with insecurity about how to proceed. Think about other leaders or mentors you can ask for support.
• “You’re it” – Leaders typically have an overdeveloped sense of responsibility. They tend to work excessively long hours, strive for perfection, and feel the need to respond promptly to their bosses’ directives and their employees’ needs. Since your employees won’t “tell you about your contribution to the insanity,” you need to be aware that trying too hard can compromise your well-being and leave your staff trying to live up to unreasonable expectations.

Take care of yourself and show some self-respect.

Stress is a common foe. Left unmanaged, it can damage your health. However, you don’t need to risk your life or abandon people or work commitments to look after yourself. Establish your priorities, and then exercise the self-discipline to follow through on your promises to yourself.

“Self-care doesn’t require selfishness; it requires a starting point.”

For example, one manager started attending a yoga class at 8 am, three days a week, hoping to attract colleagues. Before long, other women and a few men joined her in the training room. One company president decided to take a 90-minute lunchtime spinning class a few days a week to de-stress. At first, he felt a bit awkward taking a long lunch, but he realized he often worked late and occasionally worked on weekends. His value to the organization increased because the exercise routine made him a more effective leader.

Duane, a project manager, was overseeing a large, stressful initiative that brought out his worst side. He received “scathing feedback” on a 360-degree survey that cited his abrasiveness, impatience and explosiveness. A former competitive athlete, he hadn’t exercised in several years because of work obligations. He decided to take morning runs and swap his fast-food lunches for salads. He settled down, subdued his quick temper, got in shape, and eventually married and had kids. Today, he manages business groups that generate millions of dollars.

Beware of leadership’s creeping, seductive power.

The attention and power you gain as a leader are seductive. People carry out your orders without objection and applaud your decisions. Some leaders surround themselves with sycophants to massage their egos with endless agreement and compliments. Don’t let people fawn over you; it’s demeaning and counterproductive, and it robs you of awareness and information.

New leaders may feel tempted to take advantage of their privileged positions. They may act rudely or impatiently. Healthy self-assurance soon gives way to arrogance. They find themselves using their position to benefit themselves, instead of serving the people they lead. Hubris, or haughtiness, is the “single deadliest leadership contaminant,” according to The Leadership Killer, written by author Bill Treasurer with former Navy SEAL officer John “Coach” Havlik. They warn that the buzz of being important can undermine a leader’s humility, affecting even good people who have honorable intentions. Stay vigilant to keep your ego in check.

“You’re only deemed successful as a leader if you get results. The drive to produce results is incessant.”

Modesty and self-restraint seem in short supply. Today, “sharing” means posting a selfie instead of inviting someone into a conversation. But you don’t have to cast modesty aside. Modesty means resisting the temptation to inflate your ego. Allow others to take credit. Don’t be afraid to ask for advice or opinions. That shows you’re a sensitive, attentive and conscientious leader. Share your stories and experiences – particularly the negative ones. You can demonstrate how to learn from mistakes. Being humble is a particularly attractive trait, especially since it enables you to laugh at yourself.

Threat and intimidation rule when trust is absent.

One business owner’s distrust of his workforce was so severe that he snuck out of his office to go on vacation. He pretended to step away to the bathroom, then exited through the backdoor because he suspected his employees would slack off when they noticed his absence. When a workplace lacks trust, leaders tend to be less trustworthy and to rule through threats, intimidation, fear and resentment.

“No amount of upfront scrutinizing and evaluation will entirely remove the risks that come with trusting others.”

A healthy, productive environment runs on mutual trust. Leaders need a degree of courage to trust their employees. You may sometimes be disappointed, but not taking the risk of trusting your people can cause even greater harm. New leaders must practice openness and honesty.

Conclusion

First, know yourself. Great leadership starts with understanding yourself and having awareness of your strengths and weaknesses so you can set a positive example for your team.

Then, create trust. Trust is vital, and it starts when leaders show faith in their teams, even if it feels a bit risky. So spend quality time with your team members, and foster a safe environment for open dialogue and feedback.

You should also nurture talent. To develop your team’s skills, delegate tasks, give consistent feedback, and employ the BEER method to make negative feedback constructive.

Finally, promote inclusion. Work to overcome your own unconscious biases. Then make an active effort to pursue diversity in the workplace, and celebrate the different backgrounds and experiences of your team members.

With these two-word phrases in mind, you can bring out your full potential as a leader.

About the Author

Bill Treasurer, CEO (Chief Encouragement Officer) at Giant Leap Consulting, also wrote Leaders Open Doors: A Radically Simple Leadership Approach to Lift People, Profits, and Performance; Right Risk: 10 Powerful Principles for Taking Giant Leaps with Your Life; and A Leadership Kick in the Ass: How to Learn from Rough Landings, Blunders, and Missteps. He and John R. Havlik co-authored The Leadership Killer: Reclaiming Humility in an Age of Arrogance.

Genres

Communication Skills, Personal Development, Management, Leadership, Corporate Culture, Executive, Professional, Career, Self-help, Motivational

Review

The book argues that leadership is fundamentally about gaining willing cooperation from others. To do this effectively, leaders need to communicate in bite-sized, easily digestible ways that resonate with followers. Instead of making long speeches, effective leaders use simple two-word phrases to convey leadership lessons. Each chapter focuses on a different two-word leadership truth, exploring its meaning and application through stories and examples. Core themes include the importance of authenticity, empowerment, purpose, accountability, and growth in leadership. The book provides practical tips for living these short leadership lessons.

This book offers a refreshingly simple framework for leadership communication, breaking down complex concepts into compact two-word statements. While the format feels gimmicky at first, the two-word truths prove insightful, packing a remarkable amount of meaning and practical guidance into minimal phrasing. The stories and examples help bring the leadership lessons to life very effectively. The book serves as an excellent primer or refresher for core leadership skills like setting vision, managing change, building trust, and developing others. While simple, the book does not oversimplify leadership; instead, it aims to help leaders translate complicated dynamics into clearer communication. Leaders at all levels could benefit from adopting the pithy communication approach advocated.