Article 30 - Transformational Leadership
Transformational leadership is the second path less traveled by leaders in today's world. This path requires you to place the needs of others over your own. It demands routine, accountability, and discipline (RAD) in your actions. It inspires those around you to be better. When leaders choose this path, they sacrifice temporary success for a life of significance. To be a transformational leader, you must possess specific leadership characteristics. This blog aims to equip you with the top 10 ways to become a more transformational leader or a Purposeful Accountable Leader (PAL). Choosing this path requires a servant's heart, the highest character, and unwavering integrity. It requires you to do the right thing because it is the right thing—not because it is the popular choice.
Here are 10 ways you can begin your journey to becoming a transformational leader.
“A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that they are being directed from behind all along.”
— Nelson Mandela
Be A Shepherd
The first way to become a PAL is to understand what leadership is truly about—it’s about being a shepherd.
What does a shepherd do? First, PALs are visionaries, able to lay out the journey clearly and concisely so that everyone can see the path to success. Think of it as a symbolic leadership bridge: there is a starting point and an ending point. The shepherd’s job is to provide their team with the direction needed to make the journey safely—not to do the work for them or stand in front to take credit, but to ensure the team stays on azimuth.
When obstacles arise that demand the leader’s attention, PALs emerge from the pack and lead decisively. At all other times, they observe, coach, and train (OCT) their team. A PAL can guide their team across the bridge by providing clear direction and purpose.
"A true leader walks among the flock—to guide, guard, and grow."
Operate in the Gray
The second way to become a PAL is to learn to operate in the gray. Transitional leaders follow the book and never deviate from the path. However, life is not a textbook with perfect scenarios. Life requires adaptive leaders—leaders who can quickly absorb information, understand the tools at their disposal, and make decisive choices when it matters.
To operate in the gray, a leader needs two things:
Feedback – A universal truth about leadership is that as your influence increases, you will spend less time with your team. A side effect is that candid feedback often becomes scarce when it is needed most. Once you achieve a higher position, those around you may start telling you what you want to hear. If you wish to operate in the gray, find ways to get constructive, candid feedback from your team.
Resiliency – Build resilience within your organization. When everyone is a problem solver, challenges become easier to overcome. A side effect of resilient teams is innovation and collaboration. Leaders who operate in the gray create resilient teams that chase hard things and communicate openly when something is wrong.
He who dares wins!
Have Perspective
Leadership is a thankless job. When things go wrong—and they will—the leader is the first to take responsibility.
To gain perspective, mentally separate yourself from the daily grind. Operate with an aerial view of your organization. When leaders do this, they understand that their position is bigger than themselves. Leaders will come and go, but the office and title they hold will endure.
When you recognize this, you realize that people are your most critical asset—and they should be where you spend most of your time. Organizations succeed not because of one person, but because of the people actually doing the work.
Always remember: If you win and your team loses, you only win once. But if the team wins the right way, momentum builds, and your ability to keep winning exponentially increases.
"See the whole battlefield before moving a single piece."
HUGS
The fourth way to become a PAL is the power of HUGS. I know what you're thinking, and no, I do not mean literally hugging people. HUGS is an acronym I've created that starts with humility.
The first step is to learn humility, but the ironic lesson is that humility is usually only taught in teachable moments. I am willing to bet you have a few of those moments to reflect on. Let those moments humble you.
Second, learn to practice understanding. In this example, understanding is the same as empathy. When leaders quiet their egos and listen, it allows information to absorb. That’s when you can connect authentically with individuals on your team. Eventually, life will get a vote, and your team will need some grace.
Third, a PAL must be grateful. It's easy to be grateful when you're winning, but no wisdom can be found. Transformational leaders learn to find gratitude in life's worst moments. Every morning, I say to myself, "Every day is a gift; I will not waste mine." When you lose, learn from it and come out stronger.
Finally, have a servant's heart. Having a servant’s heart comes down to serving others because you want to—not to suit your agenda.
"A PAL embraces humility, understanding, gratitude, and service."
Mission Command
The fifth way to become a PAL is by practicing mission command. Mission command is heavily used in my leadership content, but let's quickly define it. Mission command is the Army’s approach to delegating authority to the lowest levels of junior leadership.
When this happens, commanders give away control and power, but it allows them to lead much larger formations more effectively while empowering subordinate leaders to make decisive decisions in a decentralized manner.
It's hard to give up control because, in a way, you're letting go of your ego. As our responsibilities increase, success depends on our ability to delegate effectively. However, be careful when delegating—if you delegate without providing the necessary tools, your team will fail. When that happens, it will be on you. Remember, OCT (observe, coach, and train)!
A leader's goal is not to over-saturate their team with tasks. Your job is to stretch your team while freeing up time to focus on strategic decisions.
Remember, if you delegate to the point of being physically uncomfortable, you're doing a great job.
"Bold trust wins battles."
Be A Sledgehammer
The sixth way to become a PAL is adopting a sledgehammer mindset. What is the purpose of a sledgehammer? To break down barriers and destroy obstacles in its path. A sledgehammer may rust and chip, but it still serves its fundamental purpose: removing barriers. This is precisely the tool transformational leaders need.
A leader's first job is to prevent obstacles from forming through effective processes and systems. But when a barrier arises, the leader must first allow their team the opportunity to solve it. Only then, if necessary, should the leader step in and destroy the obstacle. Once removed, the leader’s job is to hold the team accountable:
What did we learn?
What systems can we develop to prevent this barrier from forming again?
A sledgehammer mindset goes beyond removing obstacles that only a leader can solve. It’s about building momentum and creating a culture that chases hard things because the team is behind you.
When everyone works together, momentum builds, creating a wave that extinguishes any fire and overcomes any obstacle.
"Break barriers, build momentum."
Be Decisive
The seventh way to become a PAL is to be decisive in your actions. Let’s define decisive. First, there is a time and place to act unilaterally—this happens when the operational environment demands it. However, those moments are few and far between. If you consistently make decisions without input from others, eventually, you will stop receiving valuable information. When this happens, it leads to the transitional habit of control.
The second way I define decisiveness starts with active listening.
What are the inputs from your team?
Remember, everyone on your team has a voice—listen to them.
Some of the best ideas I’ve ever seen came from the most underestimated people. Once you’ve gathered enough information to make an informed decision, it’s time to act.
Be confident. Give the order. Most importantly, do not look back or second-guess your decision. Make it and move out. It’s OK to pivot when executing the plan, but nothing good comes from second-guessing yourself. PALs are confident!
“Follow me!”
Discover Who You Are
Before starting the journey to becoming a transformational leader, take the time to discover who you are. To do this, you must slow down and think:
What are your strengths? Do others share your opinions?
What are your weaknesses? Would your team give the same answers?
Once you identify your strengths and weaknesses, look holistically at your life. Leadership is not just about work—it’s about your family and yourself.
What areas are most important to you, and what actions are you taking to address them?
What is your leadership style?
What are your core values—the guiding principles that help you make informed decisions?
What is your foundation built on?
Unless you can answer these questions, you are not ready to lead.
To lead well, you must master yourself first (see the 1st Phase of Leadership). Part of leading yourself first is understanding who you are.
So, who are you?
“To lead others you must master yourself!”
Inside Out Thinking
PALs have one thing in common: they are growth-minded. When a leader is inside-out driven, they focus on outcomes and results last. Instead, they are laser-focused on the culture and systems that produce those results. Understanding who you want to become and your future self is at the core of a growth mindset.
How does your company make people feel?
How do your team members feel each day when they come to work?
What does your family think about you?
Do you like the current version of yourself?
Once identity is solidified, focus on the processes to achieve it. A mentor once told me: "Get the little things right, and the big things will naturally follow." The same is true with inside-out thinking. I argue that the most important thing is culture and identity.
Why? Because culture takes the longest to achieve. It requires a leader who establishes routines and holds everyone accountable (including themselves) with discipline to grow from the inside out. If you focus on the culture and create systems, results will naturally happen.
Be an inside-out thinker.
“Grow starts from within.”
Close The Distance
Last, but perhaps the most important of all examples, is closing the distance.
As a leader, you cannot lead with gaps in your formation—you need to move quickly to your people. When leaders close the distance, they are building relationships. Relationships are the foundation that makes organizations unbreakable. Without solid relationships, organizations will crumble when times get tough.
Why? Because selfishness, ego, fear, and jealousy will fill those gaps.
When challenges arise, do people automatically think about how they can help themselves—or how they can help their team? You must move quickly toward your team and start building trust.
You do this by:
Clearly understanding who you are
Living your core values
Once trust is earned, the organization shifts from an individual mindset to a team of teams.
Selfishness is no longer the norm. Instead, people actively help each other and seek ways to add value to the team.
PALs create time to be with their team—and, as a result, they earn trust.
“You cannot lead with gaps in your formation.”
Final Thoughts
Every leader has a choice. Will you place your needs before your team and be a transitional leader? Or will you actively add value, put people before numbers, and lead the whole person?
Becoming a transformational leader starts with quiet reflection. One of the most powerful practices I’ve adopted is journaling. Capturing your thoughts is like unlocking the doors to who you are. Leading yourself and others becomes significantly easier once you discover who’s behind the door.
The very word transformation means to go beyond your current self. It takes time, but the rewards—when unlocked—will be unimaginable. PALs don’t focus on success. They chase significance.
Use these 10 ways to become a transformational leader. We all have greatness inside us, but it’s up to us to forge those abilities. Become the leader your team needs!
After Action Review
Are you guiding your team toward long-term success or focused only on short-term wins?
What values define you as a leader, and are you living by them daily?
Where in your leadership are you creating distance, and how can you close that gap today?
My Mission: I will end toxic leadership practices by equipping leaders with transformational leadership skills.
Together, we will impact 1 MILLION lives!!!
Every day is a gift, don't waste yours!
Joshua K. McMillion | Founder MLC | Founder MLC
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