AuthenticImpactBusinessCoachingInsights

The Quiet and Steady Leader

Wed, 04 Mar 2026 15:19:12 GMT

Adapt Your Leadership Style, and Remain Authentic

You don’t need to become intense, flashy, or domineering to be effective as a manager.
That belief keeps a lot of steady, people-centered leaders from fully stepping into their authority - especially high S leaders who prefer harmony, consistency, and teamwork.

If you’re a high S (Steady) leader stepping into management, your greatest edge is likely the same thing that got you promoted: you’re reliable, calm under pressure, and you genuinely care. But your biggest risk is also predictable: you’ll try to lead the way you succeeded as an individual contributor; by being helpful, accommodating, and quietly fixing things.

The transition from teammate to manager isn’t about becoming someone else. It’s about owning your true value by adding clarity and accountability to your natural steadiness .

The real shift: from “helpful peer” to “clarity creator”

When you were in the shop doing the work, your communication and thought process probably sounded like:

“I got it.”
“No worries, I’ll handle it.”
“I’ll just fix it, so it’s done right.”
“I’ll stay late to make sure it gets done right.”

As a manager, your communication needs to sound more like:

“Here’s the outcome we’re going for – this is what success looks like.”
“I understand this may feel like a pressing issue for you, but here’s what matters most this week.”
“Let’s make sure everyone is clear on who owns what and by when.”
“How can I support you?”

Your new job is not to be the hero. It’s to build a team that can win without you rescuing them .

The 3 Traps Steady Leaders Should Avoid, and Solutions that Work

Trap #1:

Softening messages, resulting in fuzzy expectations

High S leaders are often very humble and want to remain the nice guy. They often aim to be kind, then accidentally become unclear and weak. Being kind means telling people what needs to be done in a clear manner so they, too, can be successful.

Solution: Be warm and clear

Sample Script:

“Here’s what ‘great’ looks like for this project, and here’s the deadline. I’m being specific because I care about your success and the outcomes for our customers. What questions can I answer for you to ensure we’re on the same page?”

Note: If they don’t have questions now, be sure to check in with them later for any blockers or questions that come up.

Trap #2:

Doing the work to keep the peace

Because you’ve done this job, you can jump in fast - people know this and will take advantage. When you jump in to rescue, it teaches the team to abdicate their responsibility and rely on you instead of owning outcomes. You create a forever loop that will eventually bog you down, creates distrust within the team, and will have negative impacts on your health through increased stress.

Solution: Coach ownership and critical thinking, instead of jumping in and rescuing

Sample Script:

“I have confidence that you can do the work. What do you think the next step should be? My goal is to help you build the critical thinking muscle so you can advance your knowledge and someday lead the team. I’m here to help, but I’m not here to do the work for you.”

Trap #3:

Avoiding hard feedback until it becomes a big issue

High S leaders often wait, hoping the situation improves. Then the conversation gets heavier than it needed to be, and everyone on the team notices. This impacts morale, and also creates a sense of distrust because of inconsistent expectations.

Solution: Give micro-feedback (good and constructive) early and often

Sample Script:

Positive/Affirming: “Can I give you some quick feedback? When you jumped in and helped Joe manipulate the materials to speed up production, that saved us 25 minutes of work and got us out on time. Thank you for noticing what needed to be done and for taking action. It makes a big difference helping us meet the customer’s deadline and makes the team look good.”

Constructive/Redirecting: “Can I give you some quick feedback? This production run was late again. Let’s discuss what got in the way, and what’s your plan to prevent it next time? Our core promise to the customer is on-time delivery. What do you think you can do to minimize delays in the future?”

Note: Whether it’s an issue within production or workflows, or in the way the employee is generally acting, providing specific and timely feedback with clear expectations for the way things should be and why is essential to develop your people and to build your communication muscle as a strong leader.

The 5 communication moves that make you effective
(without changing your personality)

1) Start with the “why,” then the “what”

High S leaders are naturally sincere, and your staff want to feel that their work is contributing to the greater good for the company and customers. Use your sincerity and their innate drive to create alignment. Be the leader that connects the dots to the bigger promise the company is delivering.

“Here’s why this matters.”
“Here’s the impact of your actions, our process, or the company strategy.”
“Here’s what you’re solving in the context of the longer term strategy.”

2) Protect trust with clear priorities

Steady teams thrive when priorities are stable. Ambiguity creates anxiety. You must be forthright about what the priorities are for the team, and resist the urge to do it for them if things need to shift. Address priority shifts head-on and with clarity.

Sample Script:

“This week, our top two priorities are A and B. If something new shows up, we’ll decide together what gets deprioritized.”

3) Replace “checking on” with “checking in”

Be caring and structured. When you spend your time to check in with the employee, you’re telling them they are important, and you get the benefit of insight into their current situation, priorities, and roadblocks. This gives you an opportunity to help them reprioritize, remove blockers, or redeploy resources to help them be successful.

A simple weekly 1:1 agenda (15–20 minutes):

How are you, really?
What’s your #1 priority this week?
Where are you stuck, and what support do you need?
What feedback do you have for me?

4) Make recognition specific and visible

High S leaders are often humble and shy away from recognition. They are quiet leaders who appreciate the one-on-one pat on the back. Teams, however, need recognition out loud and in public. Not everyone operates the way you do. Observe behaviors and adjust accordingly - a quiet, steady leader appreciates one-on-one feedback. An energetic and outgoing leader thrives on public recognition.

Try:

“We pulled together to complete the project on time. Everyone went above and beyond, backing each other up and jumping in to make everything run smoothly. Your teamwork and leadership demonstrate why we are so revered in the industry as a top company…”
“Here’s what you did well, and why it mattered.”
“I want to call out the way you handled that. You showed very strong ownership, which is a core value here, and creates mutual success.”

5) Practice “agility out loud”

You can be steady and still lead change. We’re not wired for change, so we naturally resist it. As a high S leader who values stability and steadiness. if you’re in a situation that requires quick thinking or a substantial change, it can be difficult to get behind it and execute. But you need to do that for the good of the company and team.

Try:

Get a clear understanding of why change is necessary – Your confidence and understanding will come through when you’re communicating with the team.
Communicate the change calmly to your people and help them understand why.
“Here’s what’s changing, here’s what isn’t, and here’s how we’ll test it safely. Let’s run a small pilot and learn.”

A simple 30-day plan for your first month

Week 1: Listen, observe, and clarify

1:1s: “What’s working? What’s not? What do you need from me?”
How are people talking to each other? Is that in line with cultural expectations?
Define what “good” looks like for the team’s core deliverables.

Week 2: Ownership + roles

Confirm who owns what.
Identify gaps: tools, training, processes, handoffs.
Communicate and reinforce regularly.

Week 3: Team rhythm

Weekly priorities meeting (short, consistent).
Start micro-feedback as a habit.
Tie back to leadership expectations.

Week 4: Recognition + development

Add recognition into team meetings.
Begin a lightweight development cadence: “What skill are we building next?”
Tie back to leadership expectations and how people are living up to them.

You don’t need to become intense, flashy, or domineering to lead well. If you’re a high S leader, your steadiness is already a leadership advantage.

Your adaptations are simple:

Keep your calm, care, and consistency
Add clearer expectations, earlier feedback, and visible prioritization
Lead with warmth and standards

That’s how you become the kind of manager people trust and perform for.

Want to learn more about how to leverage DISC as a tool in your leadership growth, or help for your rising leaders? Let’s discuss what that might look like for you and your company.

Communication Breakdowns Are Leadership Failures, Not Personality Problems

Mon, 26 Jan 2026 18:46:15 GMT

Shore up your leadership communication
for better results

Most communication breakdowns inside (and frankly outside) organizations are labeled as personality issues .

We’ve all been there. Working with someone who feels “difficult.”

We think:

“They’re just difficult.”
“That’s just how he communicates.”
“Those two styles don’t work well together.”

The Uncomfortable Truth:

Most communication breakdowns are not personality problems. They are leadership failures.

Not failures of intent.

The failure comes from an inconsistent sense of clarity, expectations, and reinforcement around how people are expected to communicate, behave, and engage with one another.

When communication expectations are vague or inconsistent, people default to:

Their own style
Their own assumptions
Their own coping mechanisms, especially under pressure

When pressure increases; changes in leadership, deadlines, safety issues, growth, or conflict, those gaps become visible fast.

Instead of addressing leadership communication expectations, I’ve seen owners and managers:

Label people as “hard to work with,” swallowing frustration until it eventually explodes
Lower standards to keep the peace, quietly eroding trust across the rest of the team
Rely on one or two “strong communicators” to carry the load, overburdening top performers

That’s not leadership discipline. That’s organizational risk.

Reduce Risk with Clear Communication Expectations

The good news is this: communication expectations can be established.

Strong organizations don’t depend on personalities to make communication work. They build leadership communication expectations that are clear, practiced, and reinforced.

That means leaders know:

What clear and respectful communication looks like here
How decisions are expected to be communicated
How feedback should be delivered
What changes when urgency goes up

When expectations aren’t explicit, communication becomes situational. When communication is situational, trust erodes quietly. And when trust erodes, culture follows.

This is why communication cannot be treated as a “soft skill” or a one-time training.

It must be treated as a leadership discipline - one that evolves as roles, responsibility, and pressure increase.

Leadership communication standards reflect your core promise as a business. They are what create a healthy, productive workplace - and what ensure your legacy holds across generations.

Where might your organization be blaming personality for what is really a lack of leadership communication standards?

Let's talk about how you can create clear expectations in your organization to improve communication and productivity.

Authentic Impact: Where Your Purpose Meets Productivity

Mon, 10 Nov 2025 22:38:28 GMT

Women in Metals: Owning Their Impact

I had the pleasure of speaking to 300+ women on the main stage at the Association of Women in Metals (AWMI) annual conference last week.

The “A” in AWMI should definitely stand for Amazing. These women are bad ass in so many ways; they forge longstanding relationships and are filled with a driving force to make an impact. Loyalty, pride, tenacity, and resilience as well as creativity and curiosity all came through in conversations leading up to and during the conference.

My workshop/talk was on the importance of Being the CEO of Your Personal Brand. Everyone has a personal brand; It’s the way you show up, what you’re known for, how you lead, and how you make people feel. But your personal brand isn’t about self-promotion. It’s about the impact you make and how you serve others through the unique combination of your talent and your purpose .

When you connect your talent and purpose to that of the legacy identity of the company, you maximize your growth and impact.

There are four steps we went through to identify how each person can maximize their authentic impact.

1) Discovering Your Company’s Legacy Identity

We began by exploring the idea of Legacy Identity, the essence of a company’s DNA. Every organization has a core promise born from its founders’ vision: the non-negotiables that guide how people are treated, how business is done, and how customers experience the brand.

To set the stage, we reviewed a few examples including, John Deere which has a strong legacy identity of reliability, community, and innovation. Nucor has a strong legacy identity of common purpose, empowerment and innovation through their flat organization and decentralized model. Coremark Metals based in Minnesota was another great example of a company with a strong legacy identity; serving the everyman/everywoman, creators and inspiring originality and purpose among the workforce.

Every company has a legacy identity that embodies what it’s like to work there. By reflecting on this, you can identify what’s important and focus your talents and purpose to advance that purpose.

There is a simple construct you can use to discover your company’s legacy identity, called the Four C’s of Value - Customer,

Human, Social, and Structural Capital.

Customer Capital: The experience your customers return for again and again.
Human Capital: The character, talent, and craftsmanship of your people.
Social Capital: The shared pride and purpose that unite a team.
Structural Capital: The systems, processes, and strategies that create consistency and trust.

Your company’s legacy identity is its rallying cry. The part of the story that inspires loyalty, pride, and connection.

2) Where Talent Meets Purpose

Next, we turned the lens inward. Each of us has a zone where our talents and purpose intersect—our focal point. When we operate from this place, we feel energized and aligned. Work feels natural. We contribute with intention and meaning.

I encouraged attendees to ask themselves:

What am I really good at?
When do I feel most alive and engaged?
Why does this matter to me?

This exercise wasn’t about listing skills on a résumé, it was about uncovering the core energy that drives our best work.

3) The Intersection Between You and Company: Your Authentic Impact

When your personal brand aligns with your company’s legacy identity, that’s where the magic happens. This is your Authentic Impact, the space where your purpose amplifies the company’s purpose.

If your company’s legacy is innovation and your brand is connecting ideas and people, your authentic impact might be serving as the bridge between creativity and execution. When the company and individual are aligned, both grow stronger.

4) Creating Change: From Awareness to Action

Finally, we tackled a critical part that holds many people back - change . Growth requires us to evolve how we think, act, and communicate. It may mean adjusting habits, managing emotions with greater EQ, or shifting from a tactical mindset to a strategic one.

We discussed three key actions to move from intention to impact:

Think and act strategically. Learn how your work influences the bigger picture and know your audience.
Innovate. Be a student of the business and realize that innovation isn’t just about products or technology.
Communicate Differently. Set clear expectations, manage your emotions, and confront issues sooner rather than later.

The Takeaway: Own Your Impact

“Be the CEO of Your Personal Brand” is more than a keynote, it’s a mindset shift. When you take ownership of your personal brand, you stop waiting for opportunity and start creating it. You lead from purpose. You become a steward of your company’s legacy while shaping your own. When you self-reflect and recognize the changes you need to make, you position yourself for growth.

As I closed the session, I reminded everyone that impact isn’t accidental, it’s intentional. Whether you own the business, are an up-and-coming successor, leading a team, supporting operations, or just starting out, your brand already exists. The question is: Do you own your impact?

The conversation doesn’t end here. If this message resonated, share it with someone who needs a reminder of their impact, or tag a woman in your network who leads with purpose.

Turn Unspoken Power into Progress in the Family Business

Tue, 19 Aug 2025 14:11:08 GMT

Harness family dynamics to strengthen culture and continuity

Every family business runs on power, some you can see on an org chart and some you can only feel. The felt part is what shapes how people speak up in meetings, who gets called after the meeting, and why decisions sometimes change at the dinner table.

When we recognize these currents and look at them through DISC tendencies, power becomes something you can steer instead of something that steers you.

First, Identify the Power Currents

Think about your daily interactions and identify five power currents that could be flowing at once:

Role: Who has formal decision rights on paper and in the organizational structure.

Relationship: Who is trusted and consulted first, which could be someone from the family or a trusted resource.

Reputation: This is the story people believe about you, your strengths, and what you’re capable of.

Resources: Can be driven by amount of equity the individual has, the potential for additional capital, or access to key customers and partners.

Ritual: These are traditions that quietly confer authority, who sets the agenda, who opens meetings, who closes them, who has the founder’s ear.

None of these are “good” or “bad.” They simply exist. The trouble starts when a silent current overrides the one that should be in charge for the decision at hand.

Recognize any of these scenarios? We do!

The founder pops into an operations review “just to listen,” asks two pointed questions, and the plan shifts by Monday. On paper, Role says the COO decides. In practice, Ritual , the founder’s presence, wins.

It’s assumed the oldest sibling will step in to the highest-level role. That’s Ritual outweighing Reputation , even if the younger, quieter, steadier sibling has the track record to run the day-to-day.

There is resistance to the owner’s daughter being promoted to lead the team on the shop floor. This results in a conflict between Reputation and Ritual with the new leader needing to overcome doubts some may have about her abilities.

Sometimes Relationship power spills in from the “kitchen cabinet”: the spouse who isn’t on payroll but is absolutely in the loop. The leadership team aligns on Friday; by Tuesday, after a long talk at home, the decision is different. No conspiracy, just unacknowledged power that impacts the decision-making process.

Emotions, rituals, and preconceived ideas sometimes stand in the way of growth and progress in the family business. Unfortunately, when undercurrents like this are not addressed with transparency, feelings get hurt, people get angry and resentful, and trust erodes.

Second, Use DISC as a powerful force for growth

Keep in mind the tendencies of the different DISC communication styles. Which one are you?

D styles often project authority through decisiveness and speed. Under stress, that can slide into bulldozing others.
I styles energize and connect. Used well, they rally people; unchecked, they create side-groups and may skip steps.
S styles carry power through steadiness and care. They’re the backbone of continuity, but keeping the peace can turn into avoidance.
C styles wield standards and expertise. They keep quality high, yet “we’re not ready” can become a permanent veto.

Each style can be exacerbated depending on the situation and who you’re engaging with. In a family business, or with close associates we tend to fall into the same patterns and habits – good and bad – that lead to the same outcomes – good and bad.

Find ways to address conflict head on. When behavior tendencies collide and you have the extra layer of family roles and history, you will have conflict. Use the chart below to identify yourself and the players involved and take a few minutes to reflect on your goals and their goals.

In what ways can you recognize your style, empathize with their perspective, and moderate your stress/conflict response?

Needs-Based Conflict Response

Here’s an example playing out from the chart above.

If you’re a D, your response during times of conflict and stress will be to DEMAND and your goal is to win. You probably take a more logical, data-oriented approach and can be very assertive in pushing for a conclusion. You work fast. You want a decision soon.

On the other hand, if you’re an S, your response during times of conflict and stress will be to COMPLY. Your goal is to maintain harmony so you tend to suppress your perspectives especially when you do not agree.

If you’re a C, you will WITHDRAW and can be very put off by the speed at which the D is trying to make the decision. You likely take the S’s agreement as a personal slight for not standing up for what you know is right - you two have already discussed it.

As an I, you just want to EXPRESS your opinion and be heard. You like to verbalize your opinions and want the team to acknowledge your contribution. You also try to keep the peace and are concerned about people’s feelings.

Some examples you’ll recognize in your own environment:

Sales (I) vs. Ops (C): One side treats a fast “yes” as momentum; the other treats “right, then yes” as safety. If you haven’t agreed on what “good enough for a pilot” looks like, identify concrete steps to move forward, and agree on a review date, the conversation will loop forever.

The fun branch sets culture: A highly social cousin becomes the unofficial chief morale officer. Engagement is high; execution is wobbly. Your C will provide the guardrails (standards) and your S will emphasize routines (consistency). Without it, culture drifts from promise to performance theater.

Data as power: A respected expert (C) holds the numbers. Meetings stall because the model isn’t “final.” Expertise matters, but control of information can quietly become control of decisions, which can lead to indecision and analysis paralysis.

The in-law discount (and not in a good way): A capable married-in leader fights a credibility tax. The assumption “outsider” outranks their actual Reputation . If wins aren’t made visible, their authority stays invisible too.

Email cc politics. People get blanketed on messages to signal clout. D/I readers see momentum; S/C readers feel pressure or end-runs. The same action sends different power signals by style.

Underneath these patterns are assumptions that quietly run the company: “Equity equals authority.” “Oldest equals leader.” “Quiet equals disengaged.” “Outgoing equals visionary.” “Family dinner conversations don’t count.” “If it’s urgent, quality can wait.” “If it isn’t perfect, we can’t start.” None of these are always true. They’re just familiar and familiarity masquerades as truth.

Try This 60-Second Conflict Reset

So how do you keep power from hijacking decisions without turning family life into a courtroom? Keep it simple. You don’t need a workshop to start. You need one habit that takes sixty seconds and changes the tone of the next hour.

One habit for this week: The 60-Second Conflict Reset (Need → Mirror → Move)

When a conversation heats up, use this one habit to keep unspoken power and style triggers from running the show.

Step 1 — Name your need (10 seconds)
Say what you personally need in this moment without blaming

“What I need right now is to [move forward / be heard / keep harmony / get it right] so we can make a good call.”

Step 2 — Mirror their need (10 seconds)
Identify their need and state it back to them in plain language.

“I understand that you need [to make a decision quickly / a voice in the decision / to maintain stability / more proof].”

Step 3 — Move with a micro-commitment (40 seconds)
Offer a path that honors both needs: a small step + a review point.

“Let’s [pilot X until Friday] and [review the numbers Monday].”

One-liners by DISC (use yours)

If you’re a D (Demand/Win):
“I need a decision to keep momentum. I hear you need more certainty. Let’s pilot through Friday and review Monday.”
If you’re an I (Express/Be heard):
“I need to talk this through so you see my thinking. I hear you want a clear process. I’ll outline my idea in 5 bullets; then we pick next steps.”
If you’re an S (Comply/Harmony):
“I need us to stay together on this. I hear you need movement. Let’s try the change on one line this week and check impact as a team.”
If you’re a C (Withdraw/Correctness):
“I need enough facts to be confident. I hear you need speed. Give me 2 data points by noon; I’ll green-light a limited pilot.”

Why it works:
By recognizing your own style and that of others and making small adjustments, you are taking an alternate path to get to yes. This approach lowers defensiveness and creates motion without ignoring risk. Decisions stop ping-ponging between power currents (Role, Relationship, Reputation, Resources, Ritual) because you’re meeting the human driver first and then moving the work forward.

In Closing

Power isn’t the villain in a family business, it’s the current. When you can see how it flows and how each DISC style tends to use it, you stop getting dragged and start steering. The 60-Second Conflict Reset - Name your need → Mirror theirs → Move with a micro-commitment keeps decisions human, fast, and on-purpose.

Change happens in increments. Use this tactic at least once this week. Notice how the room relaxes when needs are named, and how momentum returns when you make a small move with a review point. That’s the shift: unspoken power turning into shared progress.

Next up: When Power Trips the System—the friction points you can predict by style and the quick “reset” moves that keep authority productive.

If you're interested in how DISC can turn unspoken power into progress in your business, book a call with me to discuss!

Building Alignment in Family Business: Coaching Conversations That Secure Your Legacy

pschlyer@focalpointcoaching.com (Penny Schlyer) — Tue, 22 Jul 2025 22:12:34 GMT

Five Ways Coaching Conversations Help Secure Your Legacy

Family businesses often exist not just to make money, but to carry forward a story, a name, and a set of values. They’re built on purpose, not just performance. That deep sense of “why” that creates a long-term orientation to build something that lasts across market volatility, across leadership, and across generations.

That kind of longevity requires more than strong operations. It takes strong alignment. And that doesn’t happen by default, it happens through clear communication, shared direction, and a willingness to grow together.

Here are five practical ways family-owned businesses can take a coaching approach to build alignment, develop leadership, and strengthen their legacy:

1. Lead with Self-Awareness

If you’re preparing to pass the torch, or simply trying to get everyone on the same page, it starts with how you lead.

Navigational leaders ask:

Am I creating clarity or confusion?
Am I encouraging others to step up, or stepping in too much myself?

Coaching leadership is about making space for others to lead, not just making all the calls. With family, there is an extra layer of emotion, which requires an extra layer of self-control to check yourself before responding.

So the next time your instinct is to jump right in to fix things, take a step back. Take time to think about a constructive response that builds capacity in the next generation to lead.

2. Use DISC to Understand How People Work

In any business, you’ll be dealing with a mix of styles:

Some people ( HIGH D ) are all about speed and results. It’s not that they don’t care about how you feel, well actually, in the context of work, they don’t care about feelings. They care about outcomes.
Others ( HIGH I ) are connectors. They bring energy to the room. They are full of optimism and are great sources of energy, but they can also get distracted by the opportunity for innovation and get off track from top priorities.
Some ( HIGH S ) value routine and consistency. They are the ones who stay calm when things go sideways. They also can be resistant to change and be perceived as aloof and disconnected. This is just a protective response to stress, it’s not personal.
Others ( HIGH C ) want data and precision before making a move. If you need concrete facts and in-depth analysis, the C’s are your best friends. However, they may get stuck in analysis paralysis and need more than a little nudge to make the final decision.

Everyone has a stress response that impacts communication and behavior. Ever heard of the four stress responses? Fight, Flight, Freeze, and Appease. These very much align with DISC profiles. Can you guess which stress response aligns with each DISC profile?

DISC helps you see these differences without judgment. The key is to work with them, not against them to get the best outcomes.

3. Talk About What’s Next

Sometimes what feels like tension is really just uncertainty and a lack of direction. Taking a coaching approach to your conversations helps shift focus from day-to-day tasks to envision the long-term goals.

Ask yourself, ask your successors:

“Does what you’re doing now contribute to the longer-term direction for the company?”
“What do you see as your role in the future of the company, and what competencies do you need to fulfill that role?”
“What’s one thing we should align on to keep moving forward?”

Taking a long-term view helps align leaders and the family. It’s not about getting philosophical, it’s about getting practical, and making progress together.

4. Reconnect to the Core Promise

Every family business was built on a set of values and the founder’s intent to do things better. Maybe it was doing right by customers, taking care of employees, disrupting an industry, or building something safe and reliable.

The founder’s original intent is the essence of the company - the core promise. It’s not just history; it’s a tool. The core promise is the energy that made the company successful and the glue that keeps it aligned. It defines how people work together, make decisions, and lead.

In a family business, that promise carries emotional weight. It’s not abstract. It’s personal. When conversations get tricky, especially with family, use the core promise as your north star. It gives you common ground when emotions run high and agendas diverge.

5. Invest in Leadership Skills
Training up the next generation isn’t just about passing down technical skills. It’s about building judgment, presence, and confidence, especially in the context of legacy and responsibility. In family businesses, this matters more. You’re not just preparing someone for a role. You’re shaping a future leader who might carry your name and your legacy forward.

Planning for your succession takes years and intentionality.

Coaching conversations are one of the best tools for this. They’re informal, repeatable, and relationship-driven. They allow you to challenge and support at the same time. Instead of handing down wisdom or correcting mistakes, you’re helping someone think clearly, grow steadily, and own their impact. That’s leadership development, family-style.

Closing Thought:
Legacy is built through thought-provoking conversations, day after day, year after year. If you want your family business to thrive across generations, don’t just manage the business. Lead the people. Coach the next generation. Create space for shared ownership of the future.

Start with one real conversation this week. Ask a meaningful question. Listen without fixing. And see what opens up.

Where will you start? Schedule a quick call to discuss some ideas.

From Self-Doubt to Self-Insight: The Hidden Strengths Behind Imposter Syndrome

pschlyer@focalpointcoaching.com (Penny Schlyer) — Tue, 01 Jul 2025 17:48:59 GMT

Imposter Syndrome leads to spending your time proving rather than progressing

It’s natural. If you’ve ever stepped into a new role, taken on a major initiative, or made a bold move in your career, you’ve likely heard your little, yet powerful voice saying,

“Am I really ready for this?”

“Do I belong at this level?”

“What if they don’t respect me?”

“What if they find out I’m not as capable as they think?”

This is imposter syndrome. And while it can feel like a sign of weakness or fraudulence, I challenge you to reconsider.

It’s actually something very different. It’s a signal that you’re growing.

The Leadership Truth: Doubt Is a Side Effect of Growth

Imposter syndrome doesn’t show up when you’re coasting. It shows up when you’re expanding, stepping beyond your comfort zone and into new levels of visibility, responsibility, and influence.

In fact, the further you rise, the more likely you are to encounter it. Why? Because leadership isn't about having all the answers, it's about navigating ambiguity with integrity. And that’s uncomfortable.

What if, instead of resisting imposter feelings, you took a step back and learned to decode them?

What’s Hiding Inside the Doubt?

At Authentic Impact Business Coaching, we coach leaders to identify the root belief behind the feeling of self-doubt, and then reframe by asking, “What strength is this doubt pointing to?”

What if your Imposter Thought was actually a Hidden Leadership Strength? Consider the following...

“I’m not qualified” = I have the humility and the drive to learn

“They’ll see through me” = I am committed to be authentic

“I don’t want to fail.” = I hold myself to high internal standards and accountability

“Others are better than me.” = I respect excellence in others and want to emulate it

“What if I succeed?” = I understand and respect the weight of leadership

These aren’t signs of weakness. They’re signs of conscience, character, and care; the very qualities great leaders are built on.

Reframing the Narrative: From Imposter to Insight

Think about Imposter Syndrome differently. What if it was never about being inadequate, but about being in transition?

Here are some mindset shifts:

From: “I don’t belong here.”

To: “I’m evolving into the person who does.”

From: “I’m not as capable as they think.”

To: “They’re seeing potential and I’m still learning and evolving.”

From: “I feel like an imposter.”

To: “I’m growing into new leadership territory.”

The discomfort you feel isn’t false, it’s feedback. It means your role is stretching you, and you’re right there to rise to the challenge.

Turning Insight Into Strength

The executive coaching we provide focuses on practical mindset and behavior alignment. When leaders feel imposter syndrome, we encourage five grounded steps:

Name the Fear: Acknowledge what the doubt is actually about. Unspoken fear breeds anxiety, named fear invites clarity.
Ground in Evidence: Look at your track record, recent results, and trusted feedback. Facts quiet fiction.
Reframe the Story: Replace self-judgement with self-observation. Growth isn't about knowing, it's about learning and giving yourself groom to grow.
Simplify the Pressure: Delegate where possible. Say no where necessary. Let go of trying to prove and instead focus on the impact you are making.
Act in Alignment: Courage doesn't require certainty, just commitment. Take small actions to build the muscle of being outside your comfort zone and reflect on who you're becoming.

Final Thought: Leadership Isn’t the Absence of Doubt

The leaders who grow the most are rarely the ones who never doubt themselves. They’re the ones who learn from their doubt, lead through it, and use it to sharpen their self-awareness.

So the next time imposter syndrome shows up, don’t shut it down. Ask it what it’s trying to teach you. You might find that underneath the discomfort is a deeper version of the leader you’re becoming.

Think of a recent moment when you felt self-doubt. What strength or value might that doubt be pointing to?

Want to discuss how Executive Coaching can help your team? Book a complimentary coaching call to find out.

Delegation: The Bridge Between Accountability and Empowerment

pschlyer@focalpointcoaching.com (Penny Schlyer) — Wed, 21 May 2025 13:56:46 GMT

Your Team Doesn’t Lack Motivation - You Might Just Be Holding the Keys

Let’s talk about a common complaint I hear from business owners and executives: “My team just doesn’t care.” They say their people are disengaged, only show up for the paycheck, and don’t take initiative. But here’s the uncomfortable truth; often, it’s not the team that’s lacking. It’s the leader’s approach to empowerment that’s missing the mark.

It takes humility, self-reflection, and frankly a good coach to help you recognize where you may be falling short in the way you're communicating with your people. It’s the way entrepreneurs are wired…we just get it done. To scale the business to the next level, effective communication and delegation is key.

Create a High-Functioning Team

At the heart of true team engagement is effective delegation. And no, I don’t mean dumping tasks on people and hoping they do them right. I mean intentional, strategic delegation that builds ownership, accountability, and most importantly, motivation.

Delegation, when done well, does two things simultaneously: it frees you to focus on your highest-value activities and it empowers your people to grow into leaders themselves. The result? A team that actually cares because they’re not just doing tasks, they’re owning outcomes. This sense of ownership creates pride and a sense of belonging that helps you retain your people.

Don’t Fall into the Dictatorial Trap

Here’s what many leaders miss: people don’t get motivated by being told what to do. They get motivated and will stay with your company when they understand the impact they are making; they understand the why, feel capable in the how, and see the impact of their work on the business. Effective delegation addresses all three.

Let me break it down by leveraging what we know from the Focal Point Coaching framework:

Clarify the Task and the Purpose: People need more than direction, they need context. If you just assign a task without explaining why it matters, you’re missing the chance to tap into their intrinsic drive. When you connect their work to a meaningful result, it shifts from a to-do list item to a personal mission.
Match the Task to Their Readiness: Delegation isn't one-size-fits-all. A new hire needs structure and check-ins. A seasoned pro needs trust and space. Tailoring your approach based on each person’s "Task Relevant Maturity" shows respect for their growth journey and accelerates it.
Empower with Resources and Authority: Nothing kills motivation faster than being held responsible for a task without the tools or permission to do it well. Don’t leave the person in an open ocean either. Make sure they have the pathway to gain clarification along the way when they need it. If they're not asking, don't assume they've got it. Create opportunities to check in. Great delegation equips and empowers, ensuring the team member can actually succeed.
Debrief and Develop: The task may be done, but the growth opportunity isn’t over. A proper debrief turns every assignment into a coaching moment. Discuss what worked, what didn’t, and what can we improve next time? This transforms everyday work into continuous development and shows you care not only about the task being completed, but the growth of the individual along the way.

People rise to the level of trust and responsibility you give them. If you never delegate meaningfully, you’re silently telling your team you don’t believe they can handle more. And that’s a self-fulfilling prophecy.

So if you want a team that cares, that steps up, and that brings their full self to the mission, stop hoarding the work. Share it. Delegate with intention. Use it as a tool not just to lighten your load, but to light up your team’s potential.

You don’t build leaders by doing everything yourself. You build them by showing them they matter—one delegated task at a time.

If you’re interested in diving deeper, book a 20-minute coaching call with me now !

Why The Best Teams Don’t Always Get Along

pschlyer@focalpointcoaching.com (Penny Schlyer) — Wed, 09 Apr 2025 15:56:41 GMT

The best teams don’t avoid conflict; they use it to fuel growth.

Healthy teams are composed of people with healthy relationships, riding waves of immense cooperation and energy to immense disagreement and conflict.

It comes with the territory. Growth naturally creates tension - new challenges, bigger decisions, and different perspectives all lead to conflict.

Beware!

If your team never has disagreements or conflicts, it could be a sign of stagnation or apathy, which is not good.

Conflict is a necessary part of growth, whether it's your inner conflict forcing you out of your comfort zone or conflict on your team forcing them to think or do things differently.

It’s the way the conflict is handled that matters.

The strongest businesses aren’t built by people who agree on everything. They’re built by teams who challenge each other, push for better solutions, and aren’t afraid of tough conversations.

The key is knowing the difference between healthy conflict and toxic conflict, and making sure disagreements lead to progress, not problems.

Growth Creates Tension And That’s a Good Thing

Things to remember:

If no one is pushing back, you’re probably not innovating.
If everyone agrees all the time, big opportunities might be getting overlooked.
If tough conversations aren’t happening, frustrations may be simmering under the surface.

So, ask yourself: Is your team too agreeable—or are they engaged in real discussions that drive progress?

Toxic Conflict vs. Growth Conflict

What's the difference? Destructive disagreements vs. productive tension.

Toxic Conflict:

❌ Personal attacks or blame

❌ Office politics or hidden agendas

❌ Arguments that go in circles without resolution

❌ Avoiding conversations out of fear

Growth Conflict:

✅ Strong opinions backed by logic and experience

✅ Challenging ideas while respecting people

✅ Tension that leads to better decisions

✅ Debate focused on solving business problems, not personal ones

A growing business needs growth conflict, a space where ideas are debated, decisions are challenged, and better solutions are created from tough discussions.

Do You Have Too Little or Too Much Conflict?

If your business is growing, but your team isn’t disagreeing, you might have too little conflict.

Signs of this include:

Everyone nods in agreement, even when decisions are big.
Team members hesitate to challenge ideas, especially leadership.
Frustrations surface in private conversations but not in meetings.
People just aren't following through on decisions or new directions.

On the other hand, if conflict is constant and draining, you might have too much.

Signs include:

Meetings feel like battles, not discussions.
People are more focused on proving they’re right than solving problems.
Decisions take forever because no one can align.

A healthy balance means your team can disagree, debate, and move forward without resentment or wasted energy.

How to Turn Conflict Into Progress

To make disagreements productive instead of painful, try these strategies:

Set ground rules: Make it clear that debate is encouraged but must stay focused on ideas, not personal attacks.
Change your approach: Hold your perspective back until after people have a chance to share their perspectives.
Modulate your reaction: People should feel comfortable challenging leadership or sharing dissenting views without fear of backlash.
Encourage “red teaming”: Assign someone to play devil’s advocate in meetings, forcing the team to examine all angles.
Resolve, don’t revisit: Once a decision is made, commit to it. Endless rehashing or constant changes in direction create frustration.
Celebrate disagreement: Reinforce that strong debates lead to better outcomes, not division.

Great teams don’t avoid conflict, they manage it well.

ACTION: Reframe a Conflict as a Sign of Growth

This week, look at one recurring conflict in your business. Instead of seeing it as a problem, ask yourself:

Does this mean my team is engaged and thinking critically?
Are we pushing each other toward better solutions?
How can I guide this debate toward a productive resolution?

Conflict, when handled right, is a sign of momentum, innovation, and progress.

So the next time tensions rise, don’t panic - lean in, listen, and use it to fuel your business forward.

Remember, through healthy discussion comes a sense of personal impact which is what makes healthy teams thrive.

Learn more about how we can help through our DISC Assessments and Team Workshops .

Activate Your Rallying Cry: The Missing Link to a Thriving Business

pschlyer@focalpointcoaching.com (Penny Schlyer) — Fri, 14 Feb 2025 19:25:42 GMT

I've seen this time and again: Business owners passionate about delivering an exceptional client experience struggle to maintain a team that consistently meets their expectations, especially as the business grows.

Growing a business to serve clients in the way you envision is hard. No one cares as much as you do. No one but you will lie awake at night ruminating over the specifics in a contract for a consequential partnership, or will go the extra mile to make sure the details are captured about a project so that the client is not only satisfied but delighted.

The problem: Do employees even know what going the extra mile means? Some do, but many do not and don't seem to care.

You fix that by transferring your passion to something employees can understand, i.e., Your Rallying Cry.

What is a Rallying Cry?

Your Rallying Cry isn’t just a mission statement—it’s the heartbeat of your business. It’s what excites you and your team to show up every day. It’s the deeper purpose behind why your company exists and the impact you want to create.

Think about the great businesses or movements that have inspired you. Nike’s Just Do It campaign wasn’t just a slogan but a call to action that tapped into the spirit of the individual and ultimately fueled the brand. This campaign appealed not only to the market but also to the culture within Nike.

Side note: Contrast "Just Do It" which had mass appeal internally and externally with Nike's latest campaign: "You Can't Win. So, Win." Will this be as powerful? Go to their website and tell me what you think. ��

Another example of a powerful rallying cry that appealed to the market and set the stage for the company culture is Apple’s Think Different. This wasn’t just marketing; it was a cultural revolution inside Apple that shifted the way they designed and delivered products to the market. Apple became known for tech innovation which created a magnet for the best and brightest creators scrambling to be a part of it. Back in the day, we all anxiously awaited the next big thing coming out of Apple because it was so revolutionary and different.

An example closer to home: With a huge grin on her face today, one of my clients excitedly said, we have people knocking on our doors asking to work for us. This kind of excitement, this untapped energy comes from the owners and the thoughtful way they engage their team. They are highly aware of the tone they set within the company, and are making great strides putting the structure in place so they can scale as they add new locations.

As their coach, it's incredibly gratifying to be a part of this journey. ��

What a Rallying Cry Can Do For Your Business

With a Rallying Cry:

Employees feel a sense of purpose and take ownership of their roles.
They love to come to work, and trust and productivity are high.
The business culture fuels momentum, which is a magnet to attract the right people.
Customers become loyal advocates, and word of mouth fuels your business because customers feel the difference.
The business thrives even when you're away from daily operations.

Without a Rallying Cry:

Employees see their jobs as just a paycheck, not a mission.
They punch in. They punch out. More money somewhere else? They're gone.
Worse yet, the customer experience becomes inconsistent and uninspired, especially when you're not there.
You, the business owner, remain the glue holding everything together, rescuing the customer from a poor experience.
Your growth stalls because you have no time to be strategic, and when you are, there’s no momentum beyond your effort.

Activating Your Rallying Cry

Your Rallying Cry is already there! It’s what got you started in the first place. The key is making it clear, energizing your team with it, and embedding it into every aspect of your business. I use a formula with my clients that seems simple yet reveals the very spirit of their business.

Define Your Why – Why did you start this business? What impact do you want to have on your customers, industry, or community? Why is it so important to you?
Identify What Makes Your Product/Service Unique - What is your special sauce? What do you do differently than anyone else? How does that come through in your business?
Clarify Your Unique Customer Experience – What do you want customers to feel every time they interact with your business? What makes your experience different? What values guide your decisions?
Align Your Team – What is your Ideal Employee Profile? Where do you find them? Does your hiring, training, and culture reinforce your Rallying Cry?
Embed It in Your Operations – Your Rallying Cry isn’t just words; it should be reflected in your processes, customer interactions, and decision-making.
Lead by Doing, Lead by Showing – Do your people know what good looks like? What are the little things you do that no one else does to satisfy your clients? If you want your team to embody the Rallying Cry, you must live it daily. You must find ways to empower your people.

Many business owners spend their time fixing mistakes and making sure customers get the right experience because their team isn’t fully aligned. But when your Rallying Cry is activated, your employees become brand ambassadors who instinctively know how to deliver the experience you envision.

Your business doesn’t have to depend on you being in the room every day. The right people, with the right purpose, create momentum that fuels sustainable growth.

Are you ready to stop rescuing and start trusting? It’s time to activate your Rallying Cry.

Let’s talk about how to make it happen for your business with our six-week intensive program to Activate Your Rallying Cry. Schedule a time to chat!

Assess where you are now and set yourself up for success in the new year!

pschlyer@focalpointcoaching.com (Penny Schlyer) — Wed, 18 Dec 2024 21:47:11 GMT

As a business owner, it’s good practice to take the time to assess whether your work reflects your purpose and passion so you can make some changes or double down full speed ahead. Reflecting on how your business is doing and what lies ahead can give you clarity.

I work with business owners to more effectively reach their goals and use a method called "diamond mapping" to assess how they are doing in four key areas so that they know where to focus their energy.

You can create a diamond map to gauge your starting point by grabbing a notebook and following this simple exercise:

What lies ahead for your business and life balance?

Draw a vertical and horizontal line crossing in the middle (X and Y axis)
On each axis draw tic marks from the center out 0, 1, 2, 3, 4,…10
Label each end-point of your diamond with one of the following: Financial Independence, Business/Professional Success, Health/Fitness, Family/Relationships
Here comes the hard part. Assess your life on each axis from 0 – 10, with 10 being the highest satisfaction level. Place a dot where you’re at today. (for example, you may rank your financial situation as a 5, your relationships as a 7, business/career as an 8, and so on)
Connect your dots to draw your current diamond. Notice whether your diamond is balanced or if you are higher in one area over another. This is your current state.
Now, place dots where you want to be on each axis - your desired state. (NOTE: You do not need to be a 10 in all areas. It's your personal choice!)
Connect these dots. Notice where the gaps are between your new diamond and the existing diamond.

By doing this exercise, you have a great starting point for reflection on the areas of your life that need attention.

Now that you’ve created your diamond, here’s a roadmap to help you end the year strong and set yourself up for success in 2025.

Reflect on Your Business Journey

Take a moment to pause and reflect on why you started your business. What was your original mission, and where do you stand today relative to that vision? These reflections clarify what’s driving your success and where adjustments might be needed, especially as you reflect on your diamond map.

Ask yourself:

- What accomplishments am I most proud of this year?

- What challenges did I overcome, and what lessons did we learn?

- Is my current business direction still aligned with my goals and mission?

This time of reflection will help you evaluate your progress and rekindle your passion for your work.

2. Are Your Employees Engaged and Motivated?

In busy times, our passion can turn into transactions, especially when we’re facing a to-do list a mile long and an endless hunt for great employees.

Ask yourself:

- Do our employees truly understand what it means to work here?

- Do our employees realize how they directly impact the customer experience?

- Do I consistently communicate our mission and vision to give employees a clear purpose?

Everyone wants to feel needed and to make an impact. Otherwise, you're just providing a paycheck with no loyalty. Show your team you trust and value them by genuinely engaging in meaningful ways. Connect them with your rallying cry!

3. Reflect, Analyze, and Strategize

Before jumping into goal-setting for 2025, reviewing what worked and what didn’t in 2024 is essential. Dedicate a day or two away from day-to-day operations to analyze your business performance.

Use this time to:

- Identify successes and, most importantly, what specifically made them successful.

- Pinpoint areas for improvement. Be specific to alleviate future friction.

- Understand why certain goals weren’t achieved. Were they unrealistic, or were resources insufficient?

This level of analysis provides the groundwork for more precise and realistic goal-setting in the year ahead.

4. Define What You Really Want from the Business

Ever find yourself asking, why am I doing this, and is it all worth it?! A strong start to the new year begins with well-defined goals that are aligned with what you want from your business.

A framework for setting your goals:

- Specific: Avoid vague aspirations like “grow the business.” Instead, aim for specific actions.

- Measurable: Define measurable targets such as increasing revenue by 15%, increasing order size to $350.

- Aligned: Ensure each goal supports your broader mission and vision.

- Relevant: Think about how each function in your organization relates to the goals you’re setting.

- Time-Bound and Actionable: Break down large goals into smaller, actionable steps with clear timelines.

Use your goals as a guide for your weekly to-do list. Share your goals with your team and explain their role in achieving them. This creates accountability and aligns everyone’s efforts.

5. Reignite Your Passion for the Business

Running a business can be all-consuming, and it’s easy to lose sight of your “why.” Use the end of the year to reconnect with the core purpose behind your business. This renewed sense of purpose can guide your decisions and energize your leadership as you step into 2025.

This is the perfect time to:

- Map out key initiatives for the first quarter.

- Review budgets and cash flow forecasts.

- Schedule team meetings to outline priorities for the new year.

- Invest in professional development or team training to equip employees with new skills.

Taking these steps now will reduce the January scramble and position you for early wins in 2025.

Need help re-aligning your business to your true vision? Let’s schedule a consultation to talk about how you can assess your business and where you want to take it over the next 3-5 years.

Crafting the Perfect Job Posting: How to Hire for Impact Using Your Unique Customer Experience

pschlyer@focalpointcoaching.com (Penny Schlyer) — Mon, 21 Oct 2024 17:24:19 GMT

Hiring in today’s job market is more challenging than ever. Business owners are feeling the pressure to find candidates who not only have the skills to do the job but also care about the customer experience. If you’ve been frustrated by hiring employees who seem great in interviews but don’t deliver once on the job, you’re not alone.

The workforce has changed, and many business owners are noticing a shift in work ethic post-COVID. But there’s still hope. You can attract the right candidates who genuinely care about making an impact by leveraging your unique customer experience as a hiring tool.

Here’s how to craft job postings that attract employees aligned with your vision.

1. Focus on Impact, Not Just Tasks

Most job descriptions are filled with lists of tasks and qualifications. But if you want to hire employees who care about more than just completing tasks, you need to focus on the impact they’ll have on your customer experience.

Think about it this way:
Instead of just saying, “Handle customer inquiries,” shift the focus to what that role contributes to your business. For example, “As part of our team, you’ll play a critical role in creating memorable experiences for our customers by ensuring every inquiry is handled with empathy and professionalism.”

Why this works:
People want to feel like they are part of something bigger than themselves. When you emphasize how their work impacts the overall customer experience, you attract candidates who are motivated by making a difference.

2. Steer Clear of Trendy Job Titles

Writing fun, trendy job titles like “Customer Service Rockstar” or “Project Management Ninja” might be tempting, but these terms can sometimes backfire. While they sound playful, they don’t always communicate the seriousness of the role or the impact you expect employees to make. More importantly, these terms can attract the wrong candidates.

If you do use this type of language, make sure to define what it actually means for your business. For example, if you’re using “Customer Service Rockstar,” you need to clarify that this means someone who excels at creating positive customer interactions and is committed to going above and beyond for each client.

Why this matters:
You want to attract candidates who understand the importance of the job and how it ties into your customer experience vision, not just those looking for a fun, trendy workplace.

3. Emphasize Your Values and Company Culture

One of the biggest mistakes companies make when hiring is failing to communicate their unique values and culture. If your business prides itself on providing excellent customer service, your job posting should reflect that.

Example:
“We believe in going above and beyond for our customers. As a part of our team, you’ll contribute to delivering exceptional service, ensuring every interaction leaves a lasting, positive impression.”

Why this is essential:
In today’s market, employees aren’t just looking for a paycheck—they’re looking for structure, purpose, and the opportunity to make an impact. By emphasizing your company values and how employees contribute to your customer experience, you’ll attract candidates who want to be part of a well-respected team that shares their commitment to excellence.

4. Clarify the Role’s Contribution to Your Business’s Success

When writing a job posting, it’s essential to communicate how the role contributes to the overall success of your business. Employees who understand their part in the bigger picture are likelier to take ownership of their role and deliver outstanding results.

Ask yourself:
How does this role fit into your business’s long-term strategy? How does it support the customer experience you’ve worked so hard to create? By answering these questions, you’ll craft a job description that resonates with candidates who are driven by more than just a paycheck.

5. Balance Qualities with Skills and Be Transparent About Challenges

While it’s important to highlight the values and impact of the role, don’t forget to include the specific qualities and skills someone needs to succeed in the position. At the same time, be transparent about any challenges the role may involve, rather than glossing over them or using vague language.

Think about it this way:

For example, instead of saying:
“We’re looking for a go-getter who’s willing to go above and beyond for our clients” —which might come off as a red flag to some solid candidates—you could say:
“We’re looking for a candidate who prioritizes the customer experience, which may require working some nights and weekends.”

Why this matters:
Being upfront about the challenges helps you attract candidates who are truly ready to handle the demands of the role. Transparency builds trust with potential employees and ensures you’re bringing in people who understand what’s expected from the start.

Attract Employees Who Care About Making an Impact

Hiring employees who care about delivering exceptional customer experiences starts with how you position your roles. By focusing on the impact they’ll have, steering clear of confusing job titles, and emphasizing your company’s values and culture, you’ll attract candidates who align with your customer experience vision.

Remember, the goal isn’t to fill a role—it’s to build a team that supports your business and delivers the customer experience you’ve worked so hard to create.

Creating a culture of accountability in your business goes beyond one job posting, however. Need help defining the uniqueness of your customer experience and the culture you’re looking to create? Let’s schedule a consultation to talk about how you can attract and retain the right employees who are as passionate about your customers as you are.

“Let Me Sleep On It” Unleashes the Power of Your Subconscious Mind

Thu, 11 Jul 2024 14:40:04 GMT

Change your thinking. Focus on the solution instead.

When you set a goal for something you want, you create a mental image of the desired outcome. Doing so automatically triggers a seed of thought into the Reticular Activating System or RAS. What is that? In simple terms, it’s our subconscious. We are unaware at the conscious level of the thought, but it’s getting attention in our subconscious!

Perhaps the following examples will help explain this in relatable terms.

Have you ever bought a new car? Not necessarily brand new, just new to you.
Maybe you thought it was unique and different from any others out there, but while you're enjoying driving your new car around town, seemingly out of the blue, there's one, there's one, and here comes another one.

“Where did they all come from? Were they there before?” They were always there, but you didn't see them because they weren't important to you. Your RAS and how it functions have heightened your awareness.
I never noticed the incredible number of billboards for trial attorneys along the highway until a friend pointed it out during a conversation. Now, all I see are those darn billboards!

Were those billboards always there? Yes, they were. I just never noticed them because, fortunately, they are not important to me, at least not yet.

Things like that are there all the time, but unless they are of value to us, they don't register. It's like we have a scotoma, a blind spot.

So what, who cares, and what does that have to do with anything?

It turns out that the more you set clear and concise goals – especially in writing, such as in a journal – the more the goal images are absorbed into your RAS, unbeknownst to you. Suddenly, you have these aha moments and intuitive thoughts and may even experience a deja vu feeling. Suddenly, you see it everywhere it comes up.

It’s because you magically seem to have a heightened awareness, a focus on the thought triggered by how you set and reinforced your goals.

Applying this concept to our problem

Think about the Reticular Activating System and how it works. When dwelling on the problem, the RAS will show you things you don't really need to see regarding how bad the problem is.

The better way is to think about a solution, not how to deal with the problem. This is a very subtle shift in your focus. From now on, when you have a problem, instead of focusing on it, shift your thinking to what the solution could be to remove the need to cope with the problem.

Here’s an example of how this works.

Working with a coaching client, I asked him, “What's the problem?” He told me the problem in emotionally packed details. Then I asked him, “What's your solution?” He said he didn't know; he didn't have a replacement picture of an ideal outcome.

I said, “Get a piece of clean paper, and on the top, write the following question, “What would the ideal outcome look like and feel like fixed?” Don’t write sentences; give me words.” He struggled and said, “If I knew how I would solve it.” I said I know that you don't know yet. I also knew that he didn't know about the RAS.

This exercise is a great way to strategically give information to your RAS just by writing trigger words. Here's the exciting thing most people don't know: When facing a problem, they should think about what solving it would feel like.

If you write about what the ideal outcome feels and looks like, the RAS is so amazing that it effortlessly gets you started, focused on a solution, and no longer focused on the problem.

Don't Coerce Me!

Approaching a problem this way helps remove stress, which increases energy and creative thinking about solutions. Pretty soon you’ll be saying, “I can do this, I could do that”. It's not magic; it's mental technology. Here's the key: If you try hard to find the answer, it doesn't work. Why? Because your conscious mind does not like to be coerced, it pushes back.

When your consciousness pushes back, it says, “I don't like to be coerced.” The brain works 24-7 in your subconscious to avoid pain at any cost while looking for pleasure.

That’s the key. In anything you're about to do, if you could see a slight smidgen of pleasure, you might do it, but if it comes across as pain, you won't, and if you try hard to find a solution, you push back.

If you relax and let it go, that’s what causes the RAS to go, click, click, click, click and start looking for ways to reach that pleasurable end state.

Staying in a relaxed state of mind rather than trying harder allows the creative subconscious mind to come up with a solution; remember that we’re teleological by nature.

The Bang at 3:00 AM

That’s why you're in a deep sleep until bang, all of a sudden, it's 3 a.m., and you just woke up with a great solution. Your subconscious mind doesn't care if you're asleep; it doesn’t need sleep, and it will give you an answer. It’s driven to keep going and come up with something.

When that happens, make sure you write it down. Sometimes when it comes, it’s complete, and sometimes it’s just pieces. Some people think that it's magic. It's not magic; it’s just using your brain power productively by leveraging your RAS.

Now, you know how to state problems in terms of desired outcomes and let your mental machinery loose to find solutions.

The more clarity about the desired outcome, the more the RAS engages in its job. Since our mind does its best work when we’re in a relaxed state, state the problem in terms of desired outcomes, stop trying so hard, and trust your subconscious mind to serve up the solutions.

I’d love to hear how your RAS has impacted your life.

Let's meet for coffee or lunch! Reach out me via email: pschlyer@focalpointcoaching.com .

Like it or not, your brain can only hold one thought: positive or negative. When we have a challenge or a problem, many of us focus on the problem or challenge.

Humans are teleological in nature, meaning we become what we think about most of the time; we naturally move toward what we think about, whether positive or negative. Teleologic is like a guided missile set on a course that self-corrects along the route.

When you have a problem, you want to solve the damn thing, so your first tactic is to consciously figure out “How do I deal with this?” You keep thinking about the problem and how you are going to deal with it. You think “how are you going fix it.” This can work, but there is a better, quicker, and less stressful way.

How Your Endgame Impacts Decisions

Wed, 03 Jul 2024 15:07:03 GMT

As a business owner, your ideal endgame in the future dictates your revenue growth strategy now.

Most founders aim to boost sales, but prioritizing top-line growth can lead you to pursue low-quality revenue, potentially reducing your company’s value.

To an acquirer, revenue quality varies. They prioritize future revenue predictability, valuing recurring income from contracts and subscriptions higher than one-off sales.

Consequently, businesses with recurring revenue often command a revenue-based valuation. In contrast, businesses reliant on transactional revenue are usually valued based on a multiple of EBITDA – earnings before interest, taxes, and depreciation.

Below is an excellent example of an owner who clearly understood his endgame and had the fortitude to pursue the goals required to drive the recurring revenue needed to maximize the company's value. Not only did the team have a solid strategy, but they also had the discipline and alignment to stick to it.

Why Would Anyone Turn Google Down?

Mike Winnet started U.K.-based Learning Heroes after recognizing that most e-learning programs were long and boring. He saw an opportunity to transform the industry by selling large companies a subscription to his short, engaging, animated training courses.

Although his company was growing, it was still thirsty for cash. Winnet was drawing a salary of just £500 a month when he received a lucrative offer from Google. They offered him £90,000 to create a custom course. The course would have taken his team just three months to develop, and Winnet would have welcomed the injection of cash.

But Google’s offer was a one-time transaction and didn’t sit right with Winnet, who was trying to build a company based on recurring revenue. “I know loads of people who would have taken that £90,000 contract, but we didn’t because it didn’t fit the model. We used to have a sign on the wall that said, ’Does It Make the Boat Go Faster?’ and if the decision didn’t make the boat go faster, we wouldn’t do it.”

Not only was Winnet concerned Google’s offer would slow their journey to becoming a subscription-based e-learning juggernaut, but he also knew the one-off nature of the revenue could undermine the value of his company in the eyes of potential acquirers.

Winnet started Learning Heroes with the intent of selling it within three years for £10 million. He knew he would need to position the company as a product-based subscription business to garner such a premium offer.

A simple service company doing one-off projects, like the one Google was offering, would be lucky to garner an offer of one times revenue. In contrast, a subscription-based product company could command a much higher valuation from an acquirer.

Winnet’s discipline paid off when he accepted Litmos's £8 million acquisition offer, roughly four times his revenue at the time.

Had he been viewed by an acquirer as a traditional service company, he would have likely been offered a quarter of what he received.

The Lesson:
Rather than focusing exclusively on revenue growth as a goal, owners that sell for the highest multiples tend to concentrate on growing value, even if that occasionally comes at the expense of short-term sales.

It’s not unusual for business owners to lose sight of the endgame, especially during times of substantial growth. One of the first things I work on with my clients is to get clarity on their vision for the company and what drives their passion for it. When you permit yourself to focus, your decisions about what to invest in, who to hire, and your ideal client become much easier, and you can move ahead with much more velocity.

Have you considered the transformative power of picturing your endgame? Download this valuable eBook to learn about creating a roadmap for the next stage of your entrepreneurial journey.

Access the End Game eBook

If you would like some helping planning the end game for your business, reach out to schedule a complimentary discovery call .

So, I was wondering... How do you mow your lawn?

Wed, 03 Jul 2024 14:48:05 GMT

How you mow your lawn can say a lot about your behavior tendencies.

Let's take a humorous look at DISC.

During one of my coaching sessions last week, my client came up with a fun analogy about DISC profiles and mowing the lawn that I just had to share with you.

Which one are you?

If you mow around the perimeter and progressively work your way in to maximize your time and minimize the number of times you go back and forth, you might be a high D.
Git 'er DONE!

When engaging with a high D, a fast-paced person who wants to get to the end of the job as quickly and efficiently as possible, present just the facts and be brief. Be sure to set clear yet concise expectations for the outcome you want to avoid corner-cutting - no pun intended.

If you are maniacally focused on precise lines and symmetry and are very concerned about the quality of your work, you might be a high C.
NO mohawks!

When working with a high C, an analytical individual who craves information and facts to determine the exact right decision, present the facts and give them time and space to evaluate and execute. Be careful though, because high C's can get caught up in analysis paralysis and are perfectionists. You must create specific metrics and timelines to adhere to along the way.

If you love the experience of mowing the lawn, the smell of the cut grass, and the feeling of accomplishment as you create a pleasing environment for your family to hang out, have picnics and romp around in, you might be a high I.
It's PARTY time!

When working with a high I, an animated individual who loves to gab, pontificate, and dream, open the conversation with a personal note. Be careful to manage the time by defining boundaries and an agenda, and stick to it. High I's will paint a colorful picture for you about their vision for success. Your job is to harness that vision into actionable steps. Side note: I's drive C's crazy!!

If you like the look of diagonal lines, the beauty of a plush lawn, and how the creatively carved-out shrubs accent the overall experience of the yard for everyone else, you might be a high S.
Namaste, let us be at peace.

When working with an S, a calm person who tends to process information without showing a lot of emotion, slow down. Give them time and space to absorb what you're saying, and take the time to get their input. Their pulse on the tone of the organization will give you insights that might otherwise go unseen.

Each of us is complex and beautiful in so many ways, but it's not always easy to relate. Using the simple DISC model, we can observe behaviors to identify others' engagement preferences and, in turn, improve our relationships and business outcomes.

So, ask your friends how they mow their lawns this weekend and see what they say. It could spur some interesting discussions!

For those of you who have already taken the DISC assessment and had my debrief, I hope this reinforces what you've learned. For those new to DISC, schedule a 20-minute coaching cal l . Let's talk about the opportunity for leadership development inside your organization.

Are you a Creator or a Creature of Circumstances When It Comes to Your Business?

Mon, 12 Feb 2024 16:19:02 GMT

A mentor once shared a simple yet compelling idea that each of us has the power to be creators of circumstances instead of creatures of circumstances.

It's so true, yet why is it so hard to put this notion into practice?

In our businesses, careers, and life, it's easy to get distracted or derailed by circumstances that are seemingly beyond our control - hurdles standing in the way of our goals and dreams. But here's the thing: you can break free from this cycle and turn your constraints into opportunities!

Brené Brown talks about courage and fear; Simon Sinek explores finding your why. For me, clarity has always been the key. When you know where you're headed, you can make plans with confidence. Remove the mystery and take action to overcome the fear. When you're solid in your why, you become more focused and committed. This holds true personally, professionally, in your business, and on your team.

As a trained FocalPoint business and executive coach , I specialize in helping business owners gain the clarity needed to unlock their full potential - whether it's in their business, career or life.

In my experience, the journey starts with clarity which leads to consistency and trust. These three pillars are essential in every aspect of business, career and relationships -- and they're what we focus on in our coaching and mastermind group tailored for women business owners. Learn more at our The Grit and Grace Collective . This group is tailored to women in Northwest Indiana. However I do coach men and women throughout North America and the same principals apply.

What do we mean by clarity?

For you - Where do you want to be? What do you want to be doing? Who do you want to work with? What does your day-to-day look like?
For your business - Why are you in business? Where do you want to take it? What is your end game? What purpose does your business serve for you, your family, your community? What happens when you're gone?
In your marketing plan - Who are you targeting? What motivates your audience? Why do they buy from you? How will you reach them? What is your strategy?
For your team, your managers, your leaders and your techs - Do they have clear roles and responsibilities? Does everyone treat the customers the way you want them to be treated? Do you even know? When people come to work, are they crystal clear on their goals, priorities, and timelines? Do they know what is expected of them and how it impacts the business?
For your partners and suppliers - Who is responsible for developing those relationships? Is it you? Do you have line of sight into what's next or what to do if the supply chain breaks down again?

It's natural to hesitate when faced with challenges, but remember, you have the power to shape your circumstances.

Keep it simple: I am the creator of my circumstances. I am not a creature (or victim) of my circumstances.

Shift your focus to all the things you can do, not what's stopping you. If you run into a roadblock, step back and think of ten ways you can get around the roadblock and pick the most viable options.

Having clarity keeps you going during the ups and downs. It keeps you focused when you're tempted by the shiny object. It keeps your team focused when you're away.

I specialize in helping businesses find clarity in their business. Click here to schedule a complimentary discovery call, or reach out to me online .

Running Your Business Like a Child – Sounds Crazy, but…

Wed, 13 Dec 2023 15:55:33 GMT

Entrepreneurship can be an emotional roller coaster – from exhilarating highs when you win that big hairy contract, to gut-wrenching lows when the inevitable pitfalls of business hit hard.

If you’re like most owners, you started your business, or took over the family business to follow a passion and to have freedom:

Freedom to decide how you spend your time.
Freedom to choose whom to work with and to avoid people who drain your energy.
Freedom to make as much money as you deserve.

Navigating the emotional odyssey of building a business is directly linked to how well you manage growth and cultivate healthy business operations. What often happens is the desire for freedom leads owners to aspire for a bigger business, which they think will give them what they want. Unfortunately, most owners who strive for more revenue or profit as their primary goal inadvertently fuel the emotional rollercoaster and have:

Less time because they’re managing an ever-expanding set of offerings.
Less freedom because complexity inevitably leads to lack of clarity, and increased conflict.
Less financial freedom because any available cash is reinvested in growth.

So, in many ways, growing a larger business gets you further from your ultimate goal of freedom.

Instead of thinking of your business as something to push harder and faster, there’s an alternative that may get you closer to what you want. Think of your business as a child, and your role is to guide him into becoming an independent, thriving adult.

When your goal is to create a business that can thrive without you, you will start to make different decisions. That demanding customer who wants your attention on their project no longer looks so attractive. That exciting new product that’s going to require you to sell no longer looks worth it.

By putting yourself into the mindset of a parent raising an independent child rather than the sole business driver, the demands on your time for the day-to-day minutia lessen.

As you establish a plan with priority initiatives, goals, and objectives, and you are clear about expectations, your employees pick up more of the load and you pick up more time to work on the business instead of in the business.

You may also find you’re landing more sales as you build a team of salespeople rather than relying only on yourself to drive the top line. The ultimate irony is that your business may end up being more valuable than a larger peer where the owner is still mostly responsible for sales.

Acquirers want businesses that will survive the loss of their owner. In many cases, they will pay a premium for companies where the owner is in the background. Consider the case of Damian James, who sold his network of mobile podiatry clinics generating $11 million in revenue for $13.2 million. He credits much of the sale to the fact that he was no longer running the business day to day and had reduced his time commitment to just one or two days per week.

David Hauser started Grasshopper, an Internet-based phone system he built to $30 million in annual revenue before he sold it to Citrix for $165 million in cash and $8.6 million in stock. Hauser was down to working just one day per week at the time of the sale of his company.

Growing revenue and profits will be valuable to an acquirer, but if you make them your only goal, you may find yourself with less of what you want. Treat your business like a child who needs guidance to become a thriving adult, and revenue, profits, and ultimate value will come as a by-product.

Need help establishing your plans for the next year? Reach out and schedule a discovery call , and let’s get you on the right track.

Creating a Culture of “Yes, And,” “Explore More,” and “Give a Shit”

Tue, 07 Nov 2023 15:47:09 GMT

Core values are critical in helping you to attract and retain employees

Core values reinforce the way you are known in your community and with your customers. And they don't have to be soft.

For example, in the competitive third-party logistics (3PL) sector, Jay B Sauceda turned Sauceda Industries into a standout business, ultimately reaching $14 million in sales before being acquired by Cart.com .

His secret weapon? His core values: “Yes, And,” “Explore More,” and “Give a Sh!t.”

Talent Recruitment

Sauceda found his first significant opportunity with Howler Brothers, the digitally native purveyor or stylish and rugged outdoor gear whose leadership related to Sauceda’s core values.

Sauceda’s values weren’t mere posters on a wall but embedded into job descriptions, ensuring new hires were aligned with the company ethos. “Yes, And” fostered constructive dialogue, “Explore More” encouraged initiative, and “Give a Sh!t” signaled a commitment to quality. In the fiercely competitive landscape for hourly workers, Sauceda utilized job ads as both a magnet and a filter. His distinctive ads read:

“We’re looking for someone who gives a shit about their work, gets annoyed with coworkers who don’t pull their weight, wants to level themselves up in a big way and cares about being somewhere long enough that people remember their name.”

Such postings instantly distinguished Sauceda Industries from the mundane listings of competitors, drawing talent aligned with the company’s dynamic culture.

Employee Training and Metrics

New hires were introduced to Sauceda’s values through dedicated training programs. Performance evaluations considered not just revenue metrics but also the embodiment of Sauceda’s core principles. Employees who exemplified “Yes, And,” “Explore More,” and “Give a Sh!t” found themselves rewarded and recognized. Their Slack channel was full of praise for team members embodying their core values.

Creating a distinctive culture was crucial for Sauceda. He recalls, “Our values lived in our daily interactions, whether it was an employee going above and beyond for a client or in our collaborations.”

Client Relationships

The core values extended to client interactions, offering criteria for long-term partnerships. A cornerstone example was Howler Brothers, whose alignment with these values set the stage for both parties’ success. Sauceda emphasized, “When a client fits naturally with our core values, the collaboration is far more likely to be fruitful.”

A Valuable Company

Leveraging this values-centric model, Sauceda Industries grew from a 3,000-square-foot office in 2013 to a sprawling 126,000-square-foot facility with 150 employees by 2020. “We bootstrapped all the way to the top,” Sauceda asserted, attributing the company’s fast, self-funded growth to its value-driven framework.

In the competitive 3PL landscape, Sauceda Industries didn’t just serve clients; it built relationships based on shared values. Through strategic recruitment, impactful training, and a vibrant work culture, these core values helped pave the way for a business that thrived, achieving $14 million in sales before it was acquired by Cart.com in 2021.

I jump in with business owners to help them distinguish their mission, vision, and values, and I'm always looking for new challenges. Let me know how you want to take your business to the next level by scheduling a complimentary discovery call .

The Seven C’s of Leadership

Sun, 03 Sep 2023 14:34:01 GMT

Key Qualities of an Effective Leader

In this article we delve into some thoughts on the essence of success, emphasizing the pivotal role character plays in our journey toward achievement. Here, we provide small, yet actionable insights for your leadership journey.

1. Character: The Foundation of Success

As leaders, character forms the bedrock of our influence. It emanates from within, reflecting the traits we hold dear in fellow leaders and those we bring to the table. Consider well-known leaders including Ginny Rometty, Steve Jobs, Ghandi, Malala, Dr. Martin Luther King Jr., and Lady Gaga. They're all very different in their leadership style, yet, they're all very similar in the strength of their convictions. It's these convictions that inspired others to follow them in achieving a greater mission. To inspire our teams, we must exemplify the behavior we seek – a practice known as modeling. If you aim for a trusting and collaborative work environment, be the embodiment of that ideal.

2. Creating an Abundance Mindset: Guiding Your Leadership

Fostering an abundance mindset is pivotal in steering your team towards success. By demonstrating positivity, open-mindedness, and a belief in shared victories, you create an environment that thrives on mutual growth and achievement. Nurture your team to build on one another's strengths to achieve something bigger. Remember, being a victor doesn't mean overpowering others; it means taking the time to relate to one another, recognizing and leveraging their talents, and working at a pace that capitalizes on the power of we.

3. Continuous Learning: The Power of Growth

In the ever-evolving landscape of business, learning is paramount. Cultivate a habit of continuous learning, seeking to expand your industry knowledge, leadership acumen, and personal growth. It's not about perfection, but about progressing toward excellence. Allocate time for you and your team to learn new skills and knowledge, leverage available resources in your company and industry, and align your goals with the skills needed to achieve them.

4. Competence: Mastering Critical Skills

Competence is the cornerstone of effectiveness. Understand that learning follows a progression – from unconscious incompetence to conscious competence. Identify your strengths, define your aspirations, and bridge the gap by consciously developing the critical skills you will need to be successful in your career and business. Successful business leaders identify the competencies they need in their business and team 3-5 years from now and develop a plan to get there. Remember, the top 10% were once in the bottom 10%. Identify the competencies you need and work every day to get there; growth is a journey.

5. Constraints: Turning Roadblocks into Opportunities

Constraints are an inevitable part of any journey. While external constraints like finances exist, the majority stem from our internal dialogue. Shift from seeing constraints as barriers to viewing them as opportunities for innovation and creativity. Spend time with yourself and your team to examine each challenge or detour head-on, brainstorm solutions, and take strategic actions to navigate around them. Something can be learned from every obstacle, and there is always another way through if you take the time to reflect.

6. Concentration: Focused Action for Impact

Multitasking often hinders efficiency. Instead, concentrate on one impactful action at a time. Prioritize tasks, block dedicated time for each, and commit to completing them. Small, consistent steps toward your goals yield significant progress over time. Concentrated effort leads to meaningful outcomes. If you're struggling to determine where you're spending your time, journal everything you work on for a week, every day, and then review it. How much time was spent working on activities that will truly move the needle versus busy work? You'll be surprised at what you find.

7. Courage: Embracing Change and Growth

Taking that initial step toward your aspirations requires courage. Acknowledge your fears and doubts, but let them fuel your determination. Courage isn't the absence of fear, but the willingness to act in its presence. Be kind to yourself, take small steps, and remember, leaders are creators of circumstances, not creatures of circumstance. Envision your destination in detail - what are you doing most of the time? Who are you with? Where are you? How are you feeling? Create a vision board that depicts your destination, then work every day to make progress on your goal. Courage is a coward who hung on 5 minutes longer.

Success is a deliberate choice. It's about clarity, character, learning, competence, navigating constraints, focused action, and, most importantly, courage. Embrace these principles, and watch as they guide you towards new heights of achievement.

We invite you to reflect on these insights and implement them into your leadership journey. Your commitment to growth and excellence will undoubtedly shape a brighter future for your business.

If you need help clarifying your goals and charting your journey, reach out and I'd be happy to help. Feel free to schedule a complimentary discovery call here .

You Want Employee Productivity? Be Disciplined About Priorities and Upskill Your Managers

Thu, 15 Jun 2023 14:05:15 GMT

What does every employer want? A highly productive workforce.

Doesn’t matter what industry. Doesn’t matter what role. Doesn’t matter what geography. A productive workforce is essential for success, but mandating people to return to the office is only part of the equation and if not done well, can be detrimental to productivity and outcomes.

With the Covid-19 Pandemic in the rear-view mirror, many employers are now mandating a hybrid or fully in-person work environment for employees who have gotten used to working remotely. Some employers like Google and C3.ai are getting tough on the subject. According to a Washington Post article , Thomas Siebel, C3.ai CEO said, “You’re either voluntarily at your desk or you voluntarily went to work someplace else” and Google’s Chief People Office Fiona Cicconi indicated recently that physical presence could be part of the employee performance review. Other companies, like Salesforce.com are using emotional manipulation by giving donations to local charities in exchange for people coming into the office. The New York Times reported in August that companies are turning to surveillance techniques like tracking mouse clicks and keystrokes, or taking random photos to ensure workers are at their computers. How creepy is that!

These tactics are not only falling short, they are damaging employee relations. Why? Because the mandates and incentives are one-size-fits-all and employees don’t see the value. I’m specifically referring to knowledge workers and desk jockeys who are enabled by technology that was designed to reduce operational friction and increase digital collaboration across distributed environments. It worked, so no wonder employees are not ready and willing to spend precious time commuting to an office when they’ve been getting their work done just as well from home.

Something’s gotta give because yes, there is significant value in being in the same place with your team for strategic decision making and organic engagement. For Farmer’s Insurance, “the mandate is meant to foster collaboration, creativity and innovation while also providing better opportunities for learning, training, mentoring, and career development”, according to Carly Kraft a spokesperson for the company. That sounds great. The key is to make it come to fruition.

Here are four interrelated steps you can take to increase productivity, and win-over employees to come back to the office.

1) Go beyond the “because we said so” reason and tell them why it is so important to the business. We are all wired to resist. We like the status quo, and since Covid we all value our time a little bit more than we did before. This is a big hurdle to get over, so provide tangible examples and scenarios for how you see the collaboration playing out to show that you have a vision and a plan that people can relate to. Engage the employees when thinking through how it could work so they are bought in.

2) Take a surgical approach to the plan. Not all functions and departments work the same way, nor should they be treated the same way. The working arrangements should be designed as fit-for-purpose based on the work to be done by the team. For cross-functional collaboration, identify those teams (or sub-teams) that work together most, and organize a workplace plan to suit the needs based on how and when they collaborate. This will take some time to sort out, but it’s well worth the effort. Do not mandate “3-days in the office” without providing clear

direction on which days, which functions, and which jobs are to be done. Most importantly, gain alignment on priorities.

3) Define cross-functional priorities that drive corporate goals, not solely based on functional area. How many times have you gone to a meeting that was a waste of time because of misaligned priorities or lack of clarity around a RACI? This happens way too frequently due to misalignment and lack of transparency around goals and objectives and who is accountable for what. It creates frustration, takes everyone off track and wastes a huge amount of time. Establish priorities with cross-functional strategic planning to gain clarity, accountability, and ultimately higher productivity and a happy workforce that is not “chained to their desks” in meetings all day. They can do that at home, and that’s exactly what they’re thinking! Your level of PRODUCTIVITY increases and decreases based on the function of TIME/# of PRIORITIES you are managing. According to Oliver Burkeman who has studied time management traits of highly successful people, we have about 4 hours of deep work in us per day. The rest of the time is spent on task-oriented activities like email, chitchat, meetings, etc. With that in mind, let’s say your people are disciplined to book (and use) 20 hours of deep work time per week in four-hour increments per day. Notice the level of productivity is inversely related to the number of priorities they are managing. Consider 20 hours/10 priorities = 2 in level of productivity. OK, that means nothing without context, so let’s play with the number of priorities. Decrease the number of priorities to 3 and you get a 3X increase in productivity: 20 hours/3 priorities = 6.6 in productivity. It’s very simple math and very simple thinking, but it’s very difficult to implement.

4) Upskill your managers to think strategically, act with clarity, and coach with an abundance mentality. Oftentimes managers are promoted because they were outstanding individual contributors. They work well in a team, can develop a solid project plan, and execute with the best of them. For the new hybrid way of working to be successful, managers will need to help their team’s focus on the few priorities that will impact the business the most. They must represent the key priorities across functions and effectively course-correct when people get off track. Working in this way may require these leaders to have mentorship, leadership development, and skills-based training for strategic planning, project management and employee relations. It’s no longer a “because we said so” world, and we really don’t want it to be that way anyway.

There is a happy medium to be found for employers and employees to maximize time and productivity both in the office and from home. Covid opened people’s eyes that one can be productive outside of the brick and mortar of the office. It also allowed employers to reach beyond an immediate geographic pool and hire talent residing in a faraway city or state, often paying them less due to varying market rates. The tech sector enabled remote work much to the world’s benefit. The tech sector now wants to reign it in. They just need to be more surgical and thoughtful in their approach in order to attract and retain the best talent and maximize productivity for everyone involved.

My mission as a Business and Executive coach is to guide business owners and their leadership teams to bring forth new possibilities never imagined. I have 30 years of experience working in software and technology companies – I’ve experienced what works and what doesn’t work and am ready to help you take your business to the next level of effectiveness and growth. Schedule a complimentary Discovery Call to learn more about how I can help with your business.

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Activate Your Rallying Cry: The Missing Link to a Thriving Business

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Assess where you are now and set yourself up for success in the new year!

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Crafting the Perfect Job Posting: How to Hire for Impact Using Your Unique Customer Experience

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2. Steer Clear of Trendy Job Titles

3. Emphasize Your Values and Company Culture

4. Clarify the Role’s Contribution to Your Business’s Success

5. Balance Qualities with Skills and Be Transparent About Challenges

Attract Employees Who Care About Making an Impact

“Let Me Sleep On It” Unleashes the Power of Your Subconscious Mind

Change your thinking. Focus on the solution instead.

So what, who cares, and what does that have to do with anything?

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The Bang at 3:00 AM

How Your Endgame Impacts Decisions

As a business owner, your ideal endgame in the future dictates your revenue growth strategy now.

So, I was wondering... How do you mow your lawn?

How you mow your lawn can say a lot about your behavior tendencies.

Which one are you?

Are you a Creator or a Creature of Circumstances When It Comes to Your Business?

A mentor once shared a simple yet compelling idea that each of us has the power to be creators of circumstances instead of creatures of circumstances.

Running Your Business Like a Child – Sounds Crazy, but…

Entrepreneurship can be an emotional roller coaster – from exhilarating highs when you win that big hairy contract, to gut-wrenching lows when the inevitable pitfalls of business hit hard.

Creating a Culture of “Yes, And,” “Explore More,” and “Give a Shit”

Core values are critical in helping you to attract and retain employees

The Seven C’s of Leadership

Key Qualities of an Effective Leader

You Want Employee Productivity? Be Disciplined About Priorities and Upskill Your Managers

What does every employer want? A highly productive workforce.

Shore up your leadership communication
for better results