6 C’S Of Leading

In this episode, hosts Jackie Zach and Mike McKay delve into the “6 Cs of Leading,” a leadership model introduced by Linda Krei. The first two Cs discussed are competency and character. Mike emphasizes that leadership begins with competency—leaders must constantly improve their skills and learn to lead more effectively. He also explains that leaders’ character influences their competency and the kind of team they attract, noting that a leader’s personal qualities set the tone for the entire organization. 

The conversation continues with the remaining Cs: chemistry, communication, consistency, and commitment. Mike warns that poor team chemistry, such as tolerating a toxic but high-performing employee, can negatively affect the whole company. Communication is highlighted as essential for leadership success—over-communicating ensures clarity and understanding within the team. Consistency builds trust, while commitment focuses on encouraging employees to commit to both the team’s goals and their personal growth. Jackie concludes that the 6 Cs offer a valuable framework for leaders to evaluate and improve their leadership abilities.

Want to put the 6 C’s of leading into practice but don’t know how? Take advantage of a complimentary business strategy session to find out how your energy is affecting your team’s results today! http://makemoreworkless.actioncoach.com/mmwl-diag-and-questions/ 

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Podcast Transcript:

Jackie Zach: Welcome back to the Make More Work Less podcast! I’m here with my co-host, Mike McKay, and I’m Jackie Zach.

Mike McKay: Hi, Jackie.

Jackie: Hi, Mike. How are you? Hey, I love the view from your new office. Congratulations!

Mike: Thanks! Alright, what are we talking about today? Something that might theoretically create value in the universe?

Jackie: Exactly! Today, we’re talking about the 6 Cs of leading. We’ll continue our series based on what you’ve learned at the global conference in Hawaii, starting with the first C.

Mike: The first “C” is competency. These Cs were laid out by a coach named Linda Krei from the Heartland Region in Iowa. At the conference, we learned a lot from other coaches, and her model stood out to me. Competency first. If you’re having leadership struggles, you’ve heard us say it before: be a better boss, be a better leader. If your team isn’t improving under your guidance, or if they can’t achieve more because of your leadership, you’re letting them down.

A-level employees won’t work for B- or C-level bosses. So, the first step in leadership is increasing your competency. That means learning, testing, measuring, trying new skills, and evaluating the results. Never stop improving as a leader.

Jackie: One way to tell if you’re leading B- or C-level employees instead of A-level ones is if you’re constantly complaining about them.

Mike: Life is a mirror.

Jackie: Exactly. If you’re always complaining about your team, it’s a sign you need to work on your competency as a leader, right?

Mike: Right. Be better. People deserve good leaders.

Jackie: Yes, they do, and they will follow good leaders. I have a client in the service industry, and we were just discussing this today. His team was talking about how long they’ve been there, how much they enjoy it, and how they don’t want to leave. For some, it’s just a part-time job, yet they’ve stayed for seven or eight years—all because the leader is exceptional and continuously learning and growing.

Mike: Exactly. You can’t stagnate as a leader and still expect your team to excel. Grow or die applies to both business and personal growth. For us as humans, it’s about intellectual growth. Stagnation leads to negative outcomes. So, to keep your business growing, you must continue developing your leadership skills.

The second “C” is character. One challenge I faced when starting this business was realizing that, in my 25 years working for others, I was leading someone else’s team to achieve their goals. But in your own business, you’re leading your team toward the goals you set.

Your character as a leader plays a dual role. It influences your competency, but it also determines the type of employees you attract. Whether your character is good or bad, you’ll draw people with similar traits. If you’re dishonest, don’t be surprised if your team mirrors that behavior.

Interestingly, businesses can succeed regardless of the leader’s character. For example, the drug trade thrives despite its leaders’ questionable morals. While that’s not something to aspire to, it proves that any character can build a business. Hopefully, none of you are considering joining the mob.

Jackie: Right? That’s a great example. Most of us wouldn’t want to work for a business—or a leader—with that kind of character, right?

Mike: Exactly. Everything else—political views, orientation, self-perception—is secondary. What truly matters is being authentic to achieve effective leadership.

The third “C” is chemistry. This refers to how the team interacts. As a leader, if you let a “brilliant jerk”—the kind of employee who might excel at their tasks but undermines team morale—stay, you’re damaging your company’s chemistry. It’s a reflection of leadership. If you allow it, own the results because it’s not just happening to you. You’re fostering it.

Jackie: Right.

Mike: You can change it by inviting them to leave the team.

Jackie: Even if they’re high performers.

Mike: That’s right.

Jackie: That’s a tough call, though. When they’re your best salesperson, but they’re a jerk, and no one likes them.

Mike: Here’s the thing: if your salesperson is a jerk, then your clients likely are too. Like attracts like. You can’t plant corn and expect to harvest wheat.

If your top salesperson is toxic, chances are their clients treat your employees poorly as well. And don’t kid yourself by saying, “Oh, but they’re professional outside of work.” Character is constant, not situational. It’s your decision who you hire, but understand the broader impact—how one person’s behavior negatively affects the rest of your team, which ultimately costs you money.

The fourth “C” is communication, which should be self-explanatory. Remember, ESP isn’t a reliable management tool.

A point I often make to clients is that while they’re on a journey of growth, their employees may not be. One of my clients was frustrated that an employee hadn’t reached their level of understanding. I reminded them: “It took you two years of hard work to get here. That employee hasn’t had the same exposure. How can you expect them to understand things the way you do?” Communicate clearly—talk, write, explain—not through ESP.

Jackie: Right. And keep in mind, it’s better to over-communicate than to under-communicate. If your employees are asking lots of questions, or repeating the same ones, it might mean you haven’t communicated clearly enough. Sometimes, it takes a few tries to get the message across.

Mike: I’d go a step further: unless your employees say, “Stop, I’ve got it,” you’re probably not communicating enough. If they’re not saying, “Hey, Mike, I’ve heard this, I’m executing it,” you still have work to do. Communication is your responsibility as a leader. Don’t blame your team for not knowing—lead by example and over-communicate.

The fifth “C” is consistency. This ties back to character. Be consistent so your employees know what to expect. Even if you’re tough, they’ll learn how to manage that if you’re predictable.

The final “C” is commitment. This isn’t about you committing to your team but encouraging them to commit to themselves. At our organization, we have a big mission to coach thousands of people at once. I’m committed to that mission, and I ask my team: Are you committed to our goals and your personal growth? If not, then maybe this isn’t the right place for you.

Those are the six C’s. I know this was a long one today.

Jackie: It was, but it’s worth discussing. Many leaders wonder, “What should I do? How can I improve?” The six C’s are a great starting point for self-evaluation.

Mike: Absolutely. If you focus on these six areas, there’s no excuse for saying, “I don’t know how to lead.” Don’t use ignorance as an excuse to avoid growth.

Jackie: Right. And if you need more guidance or want to learn how to be a better leader, click the link below, and let’s talk. Until next time, go kick some ass.