Episode 124
How to prioritize ‘For All Leadership’ | with Pat Wadors
Most organizations chase inclusive leaders. Pat Wadors, CPO at UKG, argues the real differentiator is the ‘for all leader’—someone who thinks enterprise-wide, not just about their team. Discover the framework that separates tastemakers from managers.
Episode Key Takeaways
Leadership is the single lever that matters most in 2024. It galvanizes culture, drives accountability, shapes mental health outcomes, and directly impacts company financial performance—yet most organizations still treat it as a secondary priority rather than the core business function it is.
The ‘for all leader’ framework moves beyond inclusive management. These enterprise leaders see the full ecosystem, cocreate with teams, mentor others, and build loyalty to the company itself—not just their direct reports. They’re talent magnets with outsized influence on culture, product, and customer outcomes.
Vulnerability and mistake-sharing aren’t soft skills—they’re performance multipliers. When leaders model the willingness to fail, learn, and ask questions, teams share problems earlier, make fewer catastrophic mistakes, and build tighter, higher-performing units. This is the growth mindset in practice.
Aim for a tipping point, not total transformation. Getting 20–30% of your leadership group to embrace ‘for all’ behaviors creates a flywheel that pulls others along. Focus on key influencers with outsized shadow rather than trying to shift 100% of leaders at once.
Responsibility and authenticity are not trade-offs—they’re both required. Lead with integrity, expertise, and accountability first. Then do it in a way that is genuinely you. That combination builds trust and followership in a way neither alone can achieve.
Frequently
Asked
Questions
What are the levels of leadership maturity and which should we target?
There are five levels: unintentional leaders (disruptive, avoid management), hit-and-miss leaders (task-focused, high turnover), good leaders (liked but low agility), inclusive leaders (people stay because of them), and for all leaders (enterprise-focused, create company loyalty). Target inclusive as a baseline; develop for all leaders as your differentiator.
How do you develop leaders who don't naturally have all the answers?
Start with self-awareness: seek feedback constantly, reflect on your leadership shadow, and adopt a growth mindset. Model vulnerability by sharing mistakes and learnings in team settings. This permission to be imperfect frees leaders to ask questions, stay curious, and iterate—the hallmark of great leaders across industries.
What's the difference between authentic leadership and responsible leadership?
Both matter. Lead with responsibility, integrity, and expertise first—that’s what gets you credibility. Then execute that role in a way that is authentically you. The combination builds deeper trust than either alone. An authentic jerk or a robotic expert both fail; the blend of both creates followership.
How do you scale leadership development without overwhelming your team?
Use the tipping point theory: identify 20–30% of your leadership group—especially key influencers with outsized shadow—and invest deeply in their transformation to ‘for all’ leaders. Their modeling and success creates curiosity and momentum that pulls the rest of the organization along organically.
What's the business case for investing in leadership development now?
Eighty percent of operational expense is talent cost. Leaders directly control retention, engagement, product quality, and customer outcomes. Organizations that harness strong leadership outperform peers, create healthier companies, and see measurable returns on the balance sheet—making this a financial priority, not just a culture one.