Search Results

What You'll Learn: How coaching positively impacts organizational performance  The connection between culture and business success (310% revenue growth)  What culture really is and why it's difficult to change  How leadership shapes organizational culture  The three key categories for effective cultural transformation  Practical approaches to inspire, create accountability, and foster growth I've been coaching executives since 1992. In the beginning, it was very difficult to convince people that coaching was a credible and effective way to improve performance. Now there are several studies proving significant benefits to coaching. “The results show that coaching has significant positive effects on performance...” (1) Meta-study, The Journal of Positive Psychology “Coaching produced intangible and monetary benefits for seven out of eight business impact areas; and ROI of 689 percent.”(2) Industrial and Commercial Training The vast majority of the coaching interventions studied involved a coach working with an executive one-on-one to help them improve in some way. The efficacy of coaching as a practice in improving performance has been well documented in these and many other research studies. In 1992, John Kotter and James Heskett wrote a book titled, “ Corporate Culture and Performance.” The authors referenced a Harvard study that followed the results of two groups of firms over an 11-year period: one with performance-enhancing cultures and one without such cultures. Among other metrics, the firms with performance-enhancing cultures showed revenue growth 310% greater than their peer firms and net income growth of 756% vs. 1% for peer firms without such cultures. (3) This book led me to begin to shift the emphasis of our coaching practice to help organizational leaders transform their cultures. Over the last 27 years, leveraging coaching to transform culture, I have seen amazing measurable improvements in key performance indicators that measure profitability, quality, customer service and innovation. Culture eats strategy for breakfast Peter Drucker The practice of changing cultures is very complicated and difficult. However, once we understand the nature of culture, why it's so difficult to change, and what the steps are in creating that change, it greatly simplifies the process. In this article, we're going to lay out a road map for cultural change. What is culture? If we are to change it, we had better understand what it is. We define culture as The unspoken rules of engagement within any group of people. These unspoken rules govern everything; what can and cannot be discussed, what language is allowable, how people dress, the assumptions they base decisions on — everything. In our work, we have noticed that within industries there tend to be cultural similarities: For example people in engineering firms tend to be outspoken, assertive, results-focused, and very analytical. Whereas people in mental health organizations tend to be reserved, conflict avoidant, people-focused, and empathetic. Why is culture so difficult to change? Your organization has a culture that is distinct from other organizations and may be distinctly different from other places you have worked. When you walk in the door in the morning do you say to yourself, “I’m going to follow these rules today,” or “I have to remember how to act today in order to fit in?” Of course not. Culture is unconscious. We automatically adopt the group’s norms and play by the rules without thinking about it. Because it is unconscious it’s really difficult to change. How can we possibly change something we’re not aware of? What is the source of culture? Where does it come from? The short answer is leadership. Cultures arise from the collective behavioral patterns of their leaders. One of our clients is a real visionary, she’s known for being a leader in her industry — her firm creates innovative products and services that are defining the state-of-the-art. She doesn’t like to be bothered with details, preferring to move on to the next visionary idea. It’s no coincidence that her organization, although innovative, is constantly struggling to remain profitable — they lack the discipline and focus on details necessary to maximize efficiencies. It’s a mirror image of her priorities. This is a simplistic (but accurate) example. Most cultures do not mirror just the CEO’s behavior, but the collective behavior of the top executives and satellite locations frequently mirror the behaviors of their local leaders, producing sub-cultures. You might ask: Why doesn’t she just change her priorities? Not so simple! Those priorities arise from her unconscious behavioral needs . Behavioral profiles such as Disc, Myers-Briggs, or our own Insight Coaching System offer insight for people into what their unconscious priorities are and how they shape behavior and therefore culture. Any culture change effort must begin by helping leaders become conscious of these unconscious needs. Making them conscious allows people to choose when to employ them and when not to. Any such change process that ignores these “comfort zone” behaviors is doomed to failure. Once leaders are aware of their unconscious habits, which ones support the type of culture they’re trying to build and which do not, they can begin to develop conscious habits that intentionally support a high-performing culture. Although there are many individual behaviors required to generate such a culture, they can be summarized in three categories: Leaders utilize inspirational leadership . People throughout the organization are united by a personal commitment to a common purpose that is superior to their individual agendas. Leaders use supportive accountability to create an organization rooted in integrity. “We do what we say we do” becomes the standard. Leaders create a coaching culture . They coach one another, ask their team members to coach them, and coach their teams. In this way, people can support one another in utilizing conscious behaviors. Once organizational leaders begin to behave in these ways, these norms cascade throughout the organization and culture change is underway. All told, changing our behavior and our cultures is difficult, but doable. In our experience, it takes months or years, depending on the nature of the organization. If you want to be successful, follow this roadmap: Help leaders become conscious of their unconscious, automatic behavioral needs. Help leaders develop new conscious behaviors that generate inspirational leadership, supportive accountability, and coaching culture. CEOs and their leadership teams who intentionally commit themselves to make these behavior/cultural changes and make it the #1 priority will dramatically improve their organization’s performance. #CultureEatsEverything Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week. (1) Tim Theeboom, Bianca Beersma & Annelies E.M. van Vianen (2014) Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context, The Journal of Positive Psychology: Dedicated to furthering research and promoting good practice, 9:1, 1-18, DOI: 10.1080/17439760.2013.837499 http://dx.doi.org/10.1080/17439760.2013.837499 (2) Vernita Parker‐Wilkins, (2006) "Business impact of executive coaching: demonstrating monetary value", Industrial and Commercial Training, Vol. 38 Issue: 3, pp.122-127, https://doi.org/10.1108/00197850610659373 Permanent link to this document: https://doi.org/10.1108/00197850610659373 (3) Kotter, John, & Heskett, James, “Corporate Culture and Performance.” Copyright 1992 Kotter & Assoc. Inc. and James Heskett.

What You'll Learn: How to build genuine confidence through facing fears and taking action  Techniques for identifying and prioritizing high-impact work  Strategies for effectively communicating accomplishments and career goals  Methods for increasing visibility and building valuable relationships  The importance of leading, managing, and coaching direct reports  Why deciding to pursue advancement already differentiates you Are you wanting to get ahead at work? Or perhaps you’re brand new to a company and making a plan that will ensure you get promoted as quickly as possible over the coming years? In any case, the simple fact that you have your eyes on the future and you want to take on more responsibilities and get promoted to a more senior role is a wonderful thing. It means you don’t just “show up to work” and do the bare minimum. This by itself helps you to stand out from the crowd. Now the question is, how do you best stand out from the crowd? Here are four tips to help you get noticed and increase your chances of getting a promotion: 1 - Show That You are Confident Before you can ask anyone else to believe in you, you need to have faith in yourself. If your boss sees that you are a capable and confident person, they are more likely to see you as a serious candidate and consider you for a promotion. The trick is to figure out where confidence comes from. Often times we think of confidence that we are born with or not. This is just not true. Confidence can be learned and practiced like any other skill. First, think about what you bring to the company and what your strengths are. Second, think about the areas where you need to grow the most. If you are like the rest of us, some of these areas of growth can seem overwhelming and scary. This is the first sign that you are working on an area of your life where building confidence is at play. The solution is actually rather simple. Not easy, but simple. The way to build confidence is to do something even when it scares you. This is what confident people do. They face their fears and make a conscious decisions to do it anyway. Think about riding a bike. It may have been scary at first but most of us wanted to ride a bike so badly that we tried to ride a bike anyway. And after a few crashes and some bruised knees, we finally figured it out. And once that happens, we had the confidence to ride a bike. Simply put, confidence comes after we do something that seems difficult. If you need help improving your confidence, it may make sense to get a life coach to guide you and help you structure a plan to boost your confidence. 2 - Prioritize Your Work If you want to get recognized and be respected, it’s time to change how you do your work. Instead of just working through whatever task is in front of you, reshuffle your work and focus on the high priority jobs. Do the things which will make an impact on your department and company first. Make it the highest quality possible and deliver it before any and all deadlines. Too often, we do the easy work first. Unfortunately, the easy work isn’t what makes us stand out. Your team leaders will notice these changes and it will put you in good standing for the next promotion. 3 - Ask to be Promoted If you don’t ask, you won’t receive. Your supervisors aren’t mind readers, and if you don’t inform them of your wishes for a higher position, you may never get promoted. Never be embarrassed to ask about a promotion. By stating your intentions, you are demonstrating that you’re ambitious and decisive. Discuss with your manager the accomplishments you’ve made for the company and be clear about your desire for a promotion. 4 - Increase Your Visibility & Build Relationships A great way to be considered for a promotion is to increase your visibility. Offer to work on significant and high-profile jobs, suggest innovative solutions, and demonstrate your talents. If you do this successfully, your hard work and dedication will soon be recognized and rewarded. Get to know everyone, both staff and managers. Go to work on building genuine relationships with as many people as you can. Help others as often as you can. People help and support people that they like. Be likable. You will gain a competitive advantage for the next senior vacancy by having better knowledge of the company and a wider range of skills. Take it a step further and volunteer yourself for interdepartmental committees. Bonus - Lead, Manage and Coach If you have direct reports, it’s critical that you are the best possible leader, manager and coach for each and every one of them. Lead them by inspiring them around the future you are all working towards. Manage them by holding them accountable in a way that is supportive to their growth ( see this article for more information on supportive accountability ). And coach them by providing whatever support they need to be successful. And remember, coaching is only coaching if they ask for it (so the key is to get them to ask for it!). Now that you know the steps required to get ahead in your job, make a plan and implement them immediately. You want to stand out and have the support of your peers when you eventually apply for your dream position in the company. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How project managers drive company growth through influential leadership  Strategies for handling projects of varying nature and complexity  Techniques for quickly assembling effective project teams  Methods for understanding and addressing diverse stakeholder needs  Approaches for guiding teams through the forming, storming, norming, and performing phases  How project management develops valuable leadership skills like strategy and patience Project managers are among the most influential leaders in an organization. Every successful initiative in a company that leads to its growth typically starts as a project. It’s safe to say that without project managers, many businesses will not grow. Project management is a challenging role, from planning to implementing such a plan, the project manager overlooks everything aspect. Project managers are not only accountable for the progress and success of the project but also for the people in the team. Project management can prove to be good training for anyone hoping to become a good leader. It teaches one to become more strategic, patient, and innovative. If you have your eyes set on trying to become a project manager, you need to learn about the tasks and challenges that come with being one. Here they are some of them: Handling Projects of Varying Nature Project managers need to master how to deal with uniqueness. Projects, for the most part, are temporary. Once a project has been successfully done and completed, the project manager will be assigned a new project to manage. This new project may be different from the previous appointment. The saying that a project manager needs to be flexible is an understatement. Every project needs a different approach, so the project manager needs to come up with a fresh strategy and plan each time. Having to Assemble a New Team in a Hurry More often than not, project managers need to build a team from scratch. Even though they just worked with a high-performing team previously, there are times when they need to build a new team because of unique project requirements. So, a project manager must assess what type of talents and professionals are needed for the project and know where to find those talents. Furthermore, the project manager is also required to negotiate for resources that will be needed for the project. These resources may be necessary to make sure that the new set of people can work together harmoniously. Exploring and Understanding the Needs of Stakeholders When planning for a project, the manager needs to carefully look at the needs of the customers and stakeholders to whom the project is essentially directed to. The project manager needs to assess aspects such as timing, budget, and resources. The manager has to determine how the project will affect not just the company but the people, directly and indirectly, involved in the project. For instance, the project is to upgrade an e-commerce site. How will it affect the buying experience of customers? How will it affect the sales of retailers selling their products through the website? These are a few things that will fall under the care of the project manager. Helping the Team Move Through the Project’s Phases To complete a project, teams move through various phases: forming, storming, norming, and performing. The project manager needs to work to make sure that every team member is on board, although the team members may be working with each other for the first time. The project manager is expected to guide the team towards moving forward through each project phase to ensure they follow the project timeline. Indeed, being a project manager is no walk in the park. However, once you can finish the project together with your team, you become a better leader than when you first attempted to become a project manager. If you’re looking to improve your management skills, no matter in which facet, Phoenix Perform is here for you. Get in touch with us today to see how we can help. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn

What You'll Learn: How to recognize and address micromanagement tendencies  Techniques for providing constructive feedback privately  The importance of information sharing for team effectiveness  Strategies for delivering supportive, actionable guidance  Why management requires regular two-way feedback  How to identify personal blind spots through team input In this rapidly evolving workforce, it has become increasingly important to redefine how managers lead and shift their energy to accommodate a more inclusive and flexible culture. To that end, there’s a surplus of research and dedicated articles that define the good characteristics of a leader. As such, many follow the cardboard cut-out claims step-by-step, though executive coaches will teach you that there is more to become an effective leader. It should also include an uncanny ability to self-assess their behavior, combined with the receptiveness to nip bad conduct at its roots before it grows and impedes the performance of your team. After all, those with managerial positions have the most substantial influence on an organization’s performance. Take a look at these destructive behaviors and steer clear of these common pitfalls. The Problem: Your tendency to micromanage When you’re continually peeking over your team’s shoulder, the tendency is to compromise morale as it limits members from exercising sound judgment. It also shows poor judgment if they see only one way to accomplish a task, which often leads to employees feeling pressured, disillusioned, and disempowered in their roles. Even worse is when their work is not recognized as a success, especially when an employee deviates from the little box they are placed in. How to Break the Habit: Rather than circling your team like a vulture ready to strike, you can encourage open communication to determine what critical tasks should flow through you, and what employees can accomplish on their own. It practices a give-and-take strategy that maximizes the skills of the team as a whole, allowing for a more relaxed yet focused performance. The Problem: Criticizing employees in public There’s nothing worse than a manager with a bad temperament, especially when the crossfire is aimed at you. There is no place in leadership for uncontrolled anger, and there is never an appropriate time to demoralize your employees in public, no matter the mistakes made. Poor treatment from a supervisor can deplete people’s energy and enthusiasm for their jobs, and lashing out due to errors may plant a seed of fear or resentment to grow within your team. How to Break the Habit: Learn to practice patience and address the problem at hand with an open mind. A good leader should be able to see past the mistakes and push individuals to reach their full potential. To do so, set up a private meeting and provide constructive benchmarking reports to help build self-development plans. The Problem: Holding out information on the company or team performance The system typically works from the up-down, and when information isn’t passed along correctly, the bottom line suffers. Reveling in secrecy or hidden agendas is one way to confer the collapse of your team’s progress, especially when you withhold constructive feedback. Your intentions may be to avoid demoralizing the team, but leaving them in the dark can lead to uncertainty, fear, and rising unrest that increasingly becomes destructive over time. How to Break the Habit: Conduct private discussions and talk about what areas your team can improve on. Most of the time, employees appreciate having a clear-cut understanding of their impact on the company, and knowing what to work on will help them address their internal issues. Also, developing an improvement plan together will help both you and the worker achieve a faster and better turnout. The Problem: Delivering antagonistic reports Feedback is a powerful tool that can make or break the performance of your team. It is also the quickest way to encourage team members to conceal their shortcomings as most tend to cower from your abrasive communication tactics. Criticisms given without any intentions to improve is meaningless. For instance, passing on judgment without clarifying the specifics is nothing without concrete evidence. This results in helplessness from employees because they are not given any areas to build on, as well as ultimately feel unfairly judged, defensive, and disengaged. How to Break the Habit: When it comes to improving an employee’s performance, explaining what was done wrong is only half of the equation. Constructive feedback is an opportunity for leaders to coach and guide their employees, which is better done in a private setting where workers won’t feel disheartened or vulnerable to the public eye. Furthermore, the discussion should include clear and specific feedback that points out the problematic behaviors of an employee, as well as actionable advice on how to enhance their performance. The Bottomline: Identify your bad managerial habits Managing other people takes unimaginable skill, but it comes with practice nonetheless. Learning the basic do’s and don'ts are fairly easy to identify, but some mistakes are harder to see, much less correct. Leadership is a two-way street, and the input of your team is as much valuable feedback as your boss. To create a work culture that values open communication, ask your team or conduct a survey that will drive results that can help you be accountable for your actions. If you need a harder push, engaging with an executive coach can help you see what you’ve been blind too about your behavior. Either way, both provide blunt inputs that will help you construct an action plan for self-improvement. If you’re looking to improve your management skills, no matter in which facet, Phoenix Perform is here for you. Get in touch with us today to see how we can help. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why having less helps you focus on what matters most  How to prioritize activities that align with your core values  Techniques for decluttering your physical and mental workspace  Methods for tracking emotional reactions to identify patterns  Strategies for taking effective technology breaks  Approaches for reducing stress through intentional planning We all know having less stuff, fewer obligations, and more time makes room for the most important things — space in your life for the people you love, doing the things you like to do, and creating new opportunities. Our obligations take up space — whether it’s mental, physical or in your calendar, we only have so much room. We all have responsibilities and obligations and no matter how hard we work, the to-do list just keeps growing. Everything we own, everything we do, and everyone we spend time with costs us something. Taking the time to be intentional about what we buy, what we do and who we spend our time with can be tremendously empowering because we are no longer operating on unconscious autopilot. We regain control of our own lives. And one of the best ways to do this is to intentionally simplify our lives. Simplifying life will gives us more time, space, and energy. Here’s how to get started: 1. Say No It’s simple but not always easy. If we take a step back and look at our calendars, do we spend our time on the things we value? If we want to prioritize family, but we spend 80 hours at the office, then we’re not treating our commitments to family like our commitments to our work. How to start? Start making conscious choices about how you want to spend your time. To start, look at the week ahead and find one thing to say no to — and next week, say no to two things. By the end of the month, you’ll notice your time dedicated more to the things you care about. Saying no lets you focus on the things that matter. 2. Declutter Your Space We spend a considerable amount of time worrying about our growing to-do list, which often leaves us in a messy workspace, wasting time bouncing from one task to another. This can leave us feeling extremely “busy” but at the end of the day we may not accomplish very much. What’s the solution? Remove everything from your desk… every piece of paper, every pen, every sticky note and even your computer & cell phone. Now, pick up the one thing that is most important, put it back on your desk and get to work. Don’t stop until it’s done. Pick up the next thing, put it on your desk, and get to work. Finish one thing at a time. Repeat. 3. Notice your emotions It’s not negative circumstances that cause stress — but how we react to those circumstances. When we feel wronged, our tendency is to criticize, blame or sulk. Want to reverse this trend? Keep a note pad and pen with you at all times and jot down every time you notice your reaction to something. Do so for 2 weeks. After those two weeks, take some time to review your notes and notice the themes that emerge. Take a look at what triggers you emotionally… Do you feel threatened by others regularily? Or perhaps you feel disrespected often? Now you can plan for the future by coming up with a prepared response every time you notice yourself getting triggered in the future. For instance, you might say, “every time I am feeling disrespected, I will count to 5 and then ask an open-ended question such as, “I’d love to learn more… what do you mean by that?” This puts you back in the drivers seat and allows you to engage your rational mind so that you are in control of your emotions and not the other way around. 4. Minimize for a Weekend When it comes down to the basics, we don’t need much to survive. In fact, by holding on to things that don’t really matter, we hold ourselves back from achieving our true potential. In 2018, adults in the United States spent an average of 3 hours, 35 minutes per day on mobile devices.  How much of this distracted time takes us away from doing the things that matter? Limit the technology and you’ll make room for the important stuff. Where to start? For one weekend, cut yourself free from worldly belongings and distractions. For instance, if you love social media, take a break from it for the entire weekend (5pm Friday to 8am Monday). By Monday, you’ll feel more centered and grateful for the things that truly matter. 5. Create a budget Managing money can be a source for stress. When you create a budget, you create a plan to ensure you always have money for what you need and what’s important to you. A good budget that you follow will keep you out of debt or help you work your way out of debt. A great budget will put you on the path to wealth. What are three steps you can take to improve your financial situation? Set goals: Before you can begin to manage your money, write down what’s important to you and these will be your goals. A short-term goal might be to pay off debt or buy a new refrigerator. A medium-term goal could be a vacation or saving for a new car. Long-term goals typically include plans for retirement, mortgage payoff or helping children start out on their own. Track income and expenses: You probably know how much you earn each month – but do you also know where it all goes? Here, you’ll create your budget, so you can monitor your monthly cashflow and set parameters. Getting on track with a budget can take a month or two. Don’t be afraid to ask for help if things aren’t falling into place. (Check out the free online resources like pocketnest.com or Mint.com as they can help you get started and stay on track.) Stop emotional purchases: You don’t need a lot of things to be happy in this world, but marketers will tell you differently — they’re experts at hooking us with emotion. For you Costco lovers, here’s a challenge: the next time you walk into Costco, challenge yourself to walk out with only those things on your list. If you want to take this challenge to the next level, do so for 6 months. You’ll be amazed at how much money you save and how little you miss those things you didn’t end up buying. 6. Eat Healthy What we consume has a direct effect on our energy levels and emotions. Eating well — vegetables, fruits, whole grains, and fat-free or low-fat dairy products and lean meats, poultry, fish, beans, eggs, and nuts — boosts our mental power to be creative and take the initiative on things we really want to do. Eating a well-balanced diet also reduces the chance of harmful diseases. What’s 1 simple place to start? If you like to snack, cut the amount you eat by half for one week. If you like fast food, only allow yourself to go to a fast food restaurant once per month. 7. Look for Help There’s no shame in asking for support when you need it — stress from our daily lives can be overwhelming at times. If you need assistance in any way, don’t be afraid to seek it out. This is not a sign of weakness but a sign of strength and humility. Seek someone out right away. This could be a spouse, a friend or even a professionally trained coach to provide support. If you’re looking to improve your life, no matter in which facet, Phoenix Perform is here for you. Get in touch with us today to see how we can help. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How to cultivate a positive mindset that builds trust and openness  The importance of body language in creating welcoming connections  Techniques for paying attention to team members' cues and input  Why authenticity is essential for building genuine rapport  Strategies for finding common ground across different working styles  How to use open-ended questions to empower and engage your team When it comes to creating a good first impression — especially as a leader — we often don’t take the time to step back and pay attention to how we carry ourselves. From our body posture to the words we say or don’t say, everything has an impact on how successful we communicate. Below are a few tips on how to make a positive connection with your team from the onset. Have a positive mindset We tend to pick up on the negative more than the positive. An upbeat approach with an open mind connects people and builds trust. The result? You’ll get open and honest feedback from the team. Be aware of your body language We all communicate with our stance or posture, often subconsciously. This can work for and against us. So even if you’re not a big fan of someone on your team, your body needs to show signs of positivity such as open arms and uncrossed legs. Crossed arms and legs and keeping your hands close to your body while speaking are all signs of closed body language. The more you can be aware of how you look, the more you can control it. Pay attention to queues from your team Another mistake many leaders and executives make? Not keeping an eye out for their team’s subtle queues. People want to be acknowledged, especially by someone they respect. If you wave off a comment from a team member or choose to not listen, they’ll be less likely to provide input the next time, which can have a negative domino effect. When there’s an issue again, they may decide not to tell you or to wait until the very last minute when the problem has already gotten out of hand. You want to show the team they can always share their concerns and be open and honest with you. All you have to do is sit back and listen. Be yourself Most of us are exposed to many leaders over our careers. So, if you’re looking to make a good first impression, just be yourself. Human beings like to work for fellow human beings… if you can be more open and real with others, then they’ll do the same. When you let your guard down, you help your team relax. Learn to joke and laugh (even during stressful situations) — you’ll lighten the mood and relax everyone. Find common ground Every person is different and it’s impossible to make everyone think, feel, and react the same in every situation. The key to being a good leader is to understand these differences and find a middle ground for everyone. Some people prefer to work in silence and be contacted via text messages while others may prefer to talk face to face. You need to establish a fair balance between these differences so that the team is working at its highest potential and everyone is being the best version of themselves. Ask open-ended questions, then step back and empower your team This final tip is the best: As a leader, your job is to ensure your team is on task, knows what they’re doing and gets the support they need. If you’re either disinterested or micromanaging, you’ll slow down a project’s progress. Instead, be a part of the discussions and ask questions. Your interest and curiosity will inspire your team to take initiative, instill commitment and rely on each other’s diverse expertise and knowledge. If you’re looking to improve your leadership skills, Phoenix Perform is your best option. Get in touch with us today to see how we can help. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How Jerry Seinfeld's simple productivity system builds consistency  Why consistent action matters more than daily performance quality  How to select meaningful goals that drive long-term growth  The importance of measuring actions rather than outcomes  Techniques for making goals specific and measurable Changing personal habits and behaviors is really difficult.  We may know in our heads what we should do, but training ourselves to make that change is elusive.  Here is a tried and true approach from one of the most successful entertainers of our time. Brad Isaac was a young comedian starting out on the comedy circuit. One night, he found himself in a club where Jerry Seinfeld was performing. Isaac shared what happened when he caught Seinfeld backstage and asked if he had “any tips for a young comic?” He said the way to be a better comic was to create better jokes and the way to create better jokes was to write every day. He told me to get a big wall calendar that has a whole year on one page and hang it on a prominent wall. The next step was to get a big red magic marker. He said for each day that I do my task of writing, I get to put a big red X over that day. “After a few days you'll have a chain. Just keep at it and the chain will grow longer every day. You'll like seeing that chain, especially when you get a few weeks under your belt. Your only job is to not break the chain.” Seinfeld’s approach to getting results is elegant precisely because it’s simple and because it works if it is followed. It didn’t matter if he was motivated or not. It didn’t matter if he was writing great jokes or not. It didn't matter if what he was working on would ever make it into a show. All that mattered was “not breaking the chain.” Here’s how to get started —first pick something meaningful enough to make a difference, but simple enough that you can get it done. This man hasn’t broken his chain in over 42 years! Then, for example, instead of “write a book,” set a goal of “writing 500 words every day” to make it easier to measure and, ultimately, accomplish. When you have a small action to complete every day that works toward a larger project, you’ll get more done and continually move toward your final goal, eventually accomplishing it — especially when you see those red x’s growing across your calendar. (Not unlike those successive star stickers you gave your child when he slept through the night.) Use our template calendar: The Seinfeld Strategy works because it helps to take the focus off individual performance and put the emphasis on the process. It’s not about how you feel, how inspired you are, or how brilliant your work is that day. Instead, it’s simply about “not breaking the chain.” All you have to do? Pick up a calendar and get started. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How workplace drama consumes productive time and energy  The connection between lack of purpose and increased workplace drama  Practical questions for team discussions about workplace "snakes"  Personal reflection techniques to identify your own drama triggers  Strategies for reframing situations to avoid ego-driven reactions  In this video, drama researcher Cy Wakeman contends that the average person wastes 2 ½ hours per day immersed in non-productive “drama.” 2 ½ hours per day. Yikes.  That should be a wakeup call for all of us. In our experience, gossip and drama prevail when people are not focused on a higher purpose. Your job as a leader is to ensure that everyone on your team is clearly focused on the purpose of the organization and that they see it as a meaningful, higher purpose for themselves.  Only then can we “flip the toggle” from our ego to our higher purpose. We suggest watching the video & then asking these questions: At a team level: What are the ”snakes” in our workplace/department? How, as coaches, might we help each other and distinguish “realities” from “stories”? How might we help one another “flip the toggle” and live our highest self, rather than our ego or low self? At a personal level: What are my “snakes”... the things I get dramatic about? Who will I use as a coach when I feel angry, fearful, or frustrated? What can I do to “flip the toggle” and remind myself to be my highest self, rather than my ego? Excerpt from TEDx Talk: "How often, when we encounter a problem, have we caught our ‘ego’ coming in hard and fast driving our reactions and actions? It becomes exhausting because we continually place ourselves as the center of the action creating 'drama' as victims of micromanaging boss, demanding colleagues, and more. In this thought-provoking and pragmatic talk, Cy Wakeman challenges us all to ‘ditch the drama’, take our ‘ego’ out of the picture and reframe what is ‘actually’ happening. When we do that, we refocus our energy and talent. Not only do we find more creative solutions to our world and the challenges we face, but in doing so live happier and more productive lives." See the full keynote speech with wonderful examples here Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

"The first to notice the danger signs are often labeled troublemakers."  ~ Mining Safety Adage What You'll Learn How to reframe complaints as valuable early warning systems Techniques for extracting actionable intelligence from team concerns Strategies to distinguish between valuable canaries and chronic complainers Practical approaches to create psychological safety for constructive feedback Methods to transform resistant team members into organizational assets When a leader hears the same employee raising concerns repeatedly, it's easy to dismiss them as the "squeaky wheel" or the perpetual worrier on the team. We've all experienced it - that team member who seems to find problems everywhere, who voices anxieties others don't share, who appears resistant to change while everyone else adapts. Our natural reaction? Frustration. Impatience. Perhaps even quietly wishing they would simply "get with the program." But what if we've been misreading these signals all along? The Forgotten Wisdom of Coal Miners For generations, coal miners brought canaries into the depths of mines for a critical reason: these small birds were extraordinarily sensitive to toxic gases that humans couldn't detect until it was too late. When a canary stopped singing or showed distress, it wasn't being difficult or pessimistic - it was providing an early warning that could save lives. The miners didn't curse the canary for being "too sensitive." They didn't tell it to "toughen up" or "be more like the other birds." Instead, they recognized its unique value precisely because it perceived threats before anyone else could. Your Organizational Canaries In our organizations, certain employees function remarkably like those canaries. They may be: The first to telegraph when a new initiative lacks proper support Quick to identify potential ethical concerns in a business decision Early to demonstrate declining team morale before it shows in performance metrics Sensitive to customer frustrations that haven't yet appeared in formal feedback Although these team members are merely complaining, they're often unintentionally detecting the first traces of issues that, left unaddressed, could become significant problems for your organization. Listening to their complaints as valuable coaching can alert you to these issues before they escalate. The Problem with Our Perception Why do we tend to dismiss these voices rather than treasuring them? The answer lies in how humans naturally process information that contradicts our preferred narrative. When we're excited about a new direction, hearing concerns triggers our defensive mechanisms. We categorize the messenger as "negative" rather than considering their message as valuable data. Research from organizational psychology shows that companies often penalize those who speak up about problems. A study by Burris et al. (2013) in the Academy of Management Journal found that employees who voiced concerns about workplace issues were often rated as less loyal by their managers and faced greater social costs than those who remained silent, even when their concerns were valid and constructive. This creates a dangerous dynamic: the people most willing to help your organization avoid pitfalls are precisely those most likely to be marginalized for doing so. Reframing the "Problem Employee" What if, instead of seeing these team members as obstacles, we recognized them as early detection systems—organizational canaries whose sensitivity provides valuable intelligence? Consider these reframes: Instead of seeing them as: Recognize them as: Complainers Early warning systems Resisters to change Guardians of organizational wisdom Anxious worriers Risk detection specialists Negative influences Protective voices Tapping the Wisdom of Your Canaries How might leaders better leverage these valuable perspectives? Listen with curiosity rather than defensiveness When concerns arise, ask questions like: "What specifically are you seeing that others might be missing?" or "Help me understand what risks you're identifying." Create dedicated space for constructive concerns Establish forums where raising potential problems is explicitly welcomed and rewarded rather than suppressed. Validate the courage it takes to speak up Acknowledge publicly that voicing concerns in a positive environment takes courage, and express appreciation for those willing to do so. Separate the signal from the delivery method Some canaries may not package their insights in the most diplomatic ways. Work with them on delivery while still valuing the content of their message. Track their hit rate Notice how often your organizational canaries spot legitimate issues in advance. Many leaders find these team members have an uncanny ability to identify real problems before they become obvious. When Canaries Become Chronic Complainers It's important to distinguish between valuable early warning signals and chronic complainers. Not every vocal team member is providing useful intelligence. Some may be stuck in patterns that harm rather than help your organization: Resistance Without Alternatives True organizational canaries often have ideas about how to address the issues they identify. Those who only complain without suggesting solutions may be operating from habitual negativity. Pattern Recognition Notice whether certain team members only complain when they're personally affected or if they're consistently attuned to broader organizational issues that impact others. Growth Orientation Valuable canaries want the organization to succeed and improve. Their concerns stem from a desire for better outcomes, not from resistance to all change. Coaching Opportunities For chronic complainers, provide direct coaching about how to voice concerns constructively and how to participate in solutions. Set clear expectations about the difference between identifying problems and simply complaining. The Responsibility Flip When a team member raises a concern, consider asking: "What role would you like to play in addressing this issue?" This simple question often separates those genuinely interested in improvement from those just comfortable with complaining. From Annoyance to Asset The leader who learns to value their canaries gains a tremendous competitive advantage. While other organizations rush to address problems after they've erupted, yours can address potential issues while they're still manageable. The next time you feel frustrated by that team member who seems to always spot the cloud in every silver lining, pause and consider: Are they simply being difficult, or are they your most valuable early warning system? Remember, in the mines, it wasn't the strongest, most compliant, or most optimistic canary that saved lives. It was the sensitive one - the one that reacted first. Your organizational canaries may be unintentionally alerting you to something important. The question is: Are you listening and translating their complaints into actionable intelligence? Try This Today:  Identify the potential "canaries" in your organization. Schedule a one-on-one conversation focused solely on understanding their perspective, with no agenda beyond listening and learning. Listen for the valuable signals hidden within what might initially sound like complaints. Then ask them what role they'd like to play in addressing the issues they've identified. Burris, E. R., Detert, J. R., & Romney, A. C. (2013). "Speaking up vs. being heard: The disagreement around and outcomes of employee voice." Academy of Management Journal, 56(1), 55-84. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why the vast majority of strategic planning efforts fail  How to simplify your strategic plan for focus and clarity  The importance of leadership in getting people to adopt goals  How to effectively measure progress using appropriate KPIs  The critical role of accountability in strategic implementation  Techniques for integrating your plan into daily operations  Approaches for creating a living, iterative strategic plan The Other 10% Live Their Strategy! If you are engaging in a strategic planning process in the coming year, be on guard. According to the experts, 67% to 97% of such efforts fail! This is consistent with the reports we hear from many clients who are frustrated at their organizations propensity to generate great ideas… and fall short on implementation. In our strategic planning work with clients we focus on six key steps that lead to successful implementation, to people living the plan: Simplify it Lead it Measure it Own it Integrate it Live it! 1) Simplify it! Many plans are complicated, multi-page documents with way too many areas of focus. This results in them getting “put on the shelf” or in a folder in the cloud and forgotten about. Keep your plan to one page. The discipline of boiling it down to one page ensures that it can command the sort of focus required for periodic monitoring and effective implementation. 2) Lead it! The product or output of most strategic planning processes is a set of strategies, initiatives, measures, etc. that are written down in a document. The document is seen as the “deliverable” from the strategic planning process. As we see it, the output of an effective process is that each member of the organization adopts the goals of the plan as their own goals. The job isn’t to write a plan. The job is to enroll people across the organization in the plan. Leadership, as we define it, is to “generate a future that people take on as their own.” The strategic planning process is a platform for leadership, an opportunity to evoke personal commitment throughout the organization. The plan becomes a “grass roots” movement because once people take the goals of the plan on as their own, they will begin to take actions on their own that forward the plan. 3) Measure it! Only after people have taken the plan on as their own can measures be developed. And they must be developed because if people have taken on the qualitative goals of the plan as their own goals, they will see the measures as a way to document progress toward something they see as important. And great leaders create an enthusiasm within their teams where everyone is excited about the future that the strategic plan will help make possible. We have all heard, “what gets measured gets managed.” This is particularly true for implementing new strategies. Declaring key performance indicators that measure the outcome or results of the strategy is critical. Many organizations use process indicators  that measure compliance with or the efficiency or effectiveness of a process. Process indicators can be very informative and powerful if used in conjunction with or in the context of o utcome indicators  that reflect the outcome or results. Measuring results is the only real gage of effectiveness , as results inform users of their progress toward the organizations mission, departmental goals and strategic goals. Measuring only process goals may feel safer to some because people can be assured that “I am doing it right” but only outcome measures really inform users as to whether they are “getting the job done.” Any initiative to develop effective KPIs should always begin with outcome measures . There are 2 distinct types of outcome indicators: lagging indicators and leading indicators . Lagging indicators measure the ultimate success or failure of the goal at the conclusion of activities. Leading indicators measure the potential success or failure well in advance of the ultimate (lagging) outcome measure. 4) Own it! Every strategic goal and initiative within the plan must be owned by one champion who is accountable and is given the requisite authority for effective implementation. Typically, it is a member of the executive team. When two people are accountable, it doesn’t double that accountability, it dilutes it by at least 50%. If no one is accountable, individually, your chances of a successful implementation are reduced to almost zero. The champion then must generate understanding of the strategy and commitment to it throughout the organization. People throughout the organization must see how their function is impacted and how it improves their ability to be of service. They must own it too. In this way, the strategy comes to life throughout the organization. 5) Integrate it! Any plan that gets developed must become part of the operating plan that guides daily accountability and activity. The measures must be integrated with the organization’s budget, annual targets and plans. Then it must be broken down and incorporated into each manager’s performance measures. Failure to fully integrate the operating plan will produce confusion rather than clarity. 6) Live it! Following the steps outlined above will lead to people within the organization living the plan… adopting it as their own and creating real and effective change within the organization. Once such a plan is in place and “living” it must be revisited periodically (and not just a review of accountability for the measures). As time goes by two things happen: experience with the strategy creates new insights for the team and the environment changes. Therefore, the living plan must be an iterative process, it must be continually challenged, vetted, and modified to remain relevant and viable. We’d love to help. We’re happy to review your existing strategic plan and provide complimentary (i.e. free) feedback. Or if you want to learn more about our unique approach to strategy, shoot us an email or schedule a call. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How culture functions as "the unspoken rules of engagement within any group"  Why most culture change efforts fail to address unconscious behaviors  The critical role leadership plays in shaping organizational culture  How leaders' unconscious behavioral needs influence the entire environment  A simple two-step approach to meaningful culture change  We offer 2 steps to those of you looking to make real culture change and create a Conscious Culture of High-Performance. Culture: It’s talked about everywhere. Open LinkedIn and you can find an endless stream of articles about culture. Culture is one of the most popular session titles at conferences. Magazines use it to entice readers. And yes, we notice the irony as we’re using it here! … but we want to offer a perspective on culture that is unique and not mentioned in any of the hundreds of articles we’ve read (if you find one, please send it to us!). Culture eats strategy for breakfast, lunch and we’re sure dinner (not dessert) … there are wrong ways to strengthen it… and it trumps salary. All of that is pretty straight forward … but HOW does one change it? The practice of changing cultures is very complicated and difficult. However, once we understand the nature of culture, why it's so difficult to change, and what the steps are in creating that change, it greatly simplifies the process. If we are to change culture, we must first understand what it is. We define culture as the unspoken rules of engagement within any group of people. “Culture is the unspoken rules of engagement within any group of people.” Click to share on LinkedIn , Facebook , Twitter . These unspoken rules govern everything; what can and cannot be discussed, what language is allowable, how people dress, the assumptions decisions are based on — everything. Culture just happens. When you walk into work do you say to yourself, “I’m going to follow these rules today,” or “I have to remember how to act today in order to fit in?” Of course not. Humans are social animals; once we are acclimated to a culture, we will adopt its practices (unconsciously) because we want to fit in. Culture is unconscious, and it’s a product of Leadership. Cultures arise from the behaviors demonstrated by the organization’s leaders. Most cultures do not mirror just the CEO’s behavior, but the collective behavior of the top executives. You might ask: Why doesn’t the leader just change the priorities? Not so simple! Those priorities arise from her or his unconscious behavioral needs . Behavioral profiles such as Disc, Myers-Briggs, or our own Insight Coaching System offer insight for people into what their unconscious priorities are and how they shape behavior and therefore culture. And the entire leadership team must be made aware of how their collective unconscious behaviors are impacting the organization if they are to have a shot at improving their organization’s culture. Any culture change effort must begin by helping leaders become conscious of these unconscious needs. Making them conscious allows people to choose when to employ them and when not to. Any such culture change process that ignores these “comfort zone” behaviors is doomed to failure. Once leaders are aware of their unconscious habits and which ones support the type of culture they’re trying to build and which do not, they can begin to develop conscious habits (what we call conscious success strategies ) that intentionally support a high-performing culture. One of our clients is a real visionary, she’s known for being a leader in her industry — her firm creates innovative products and services that are defining the state-of-the-art. She doesn’t like to be bothered with details, preferring to move on to the next visionary idea. It’s no coincidence that her organization, although innovative, is constantly struggling to remain profitable — they lack the discipline and focus on details necessary to maximize efficiencies. It’s a mirror image of her priorities. Once she was made aware of how her unconscious behaviors were impacting the culture, she immediately went to work on making conscious choices that supported success on a weekly, daily and hourly basis. Within a few weeks, the culture began to change and profitability increased. If you want to have success changing/improving your culture here are the two steps we suggest: Commit to making it happen. Committing is all or nothing. Yes or no. In or out. There’s no such thing as being 50%, 95% or even 99.9% committed. You are either 0% or 100% committed. Get some help. We just so happen to know some folks that could help ;) Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week. Articles cited: Forbes: Culture Eats Strategy For Breakfast. So What's For Lunch? https://www.forbes.com/sites/andrewcave/2017/11/09/culture-eats-strategy-for-breakfast-so-whats-for-lunch/#32dd623e7e0f FastCompany: Culture Eats Strategy For Lunch https://www.fastcompany.com/1810674/culture-eats-strategy-for-lunch Harvard Business: The Wrong Ways to Strengthen Culture https://hbr.org/2019/07/the-wrong-ways-to-strengthen-culture?utm_campaign=hbr&utm_source=twitter&utm_medium=social Glassdoor: Culture Over Cash? https://www.glassdoor.com/about-us/workplace-culture-over-salary/

What You'll Learn: Common mistakes to avoid when building project teams  How to effectively involve clients in the planning process The importance of clear roles and focused goals for project success  Strategies for maintaining effective client communication Methods for assessing and leveraging team member skills How to empower team members with appropriate decision-making authority  The world is moving at a faster pace than it used to a couple of decades ago, which is forcing a lot of companies to come up with innovative ideas. For this reason, project management skills and teamwork should be the priority of any up-and-coming company that’s looking to make a real impact in the industry. If you’re looking to build a high-performing project team, here’s what you can do: What NOT to do: Before we talk about what you should focus on, we want to bring your attention to the mistakes that many project managers and team leaders make when putting a project team together. We listed four of the biggest ones below: 1. Not Involving the Client During the Planning Phase The goal of every project is to satisfy the client and failing to do that is a recipe for disaster. You need to prioritize communication between your team and the client so they understand each other. Your team should know what the client expects of them and the client should know what your team is capable of. This will help minimize confusion and frustration between both sides, which in turn will make the project go smoother. 2. Not Having a Good Leader A good leader will always take the brunt of the impact to allow their team to thrive and prosper. This is a responsibility that a project leader has to take on every time they are doing anything new. The support from the leader will provide the team with a buffer or cushion, making them feel more comfortable about being creative. 3. Not Having a Defined Role for Each Member When you are planning to launch a new project, you need to know what the focus of the project is so that you can assign the right people to do certain tasks. It’s crucial that every member of the team has a defined role so they can focus on those things, which will allow them to be more productive and avoid distractions. 4. Not Being Focused on the Right Goals Chasing too many goals will result in mediocre outcomes, because there won’t be enough funds, manpower, time, and other resources to go around. If you try to do too many things at once, you will find yourself having to rush certain things. It’s better to focus on a couple of key objectives at a time so you can guarantee that everything will be done well and on time. What to DO: Now that you know what you need to avoid, let’s get to what you need to do to improve the performance of your project team. Listed below are three tips that will help you build a better project team: 1. Always Keep in Touch with the Client You want to make sure that your client is always updated on the progress of the project, as that will help alleviate their anxiety and reduce their potential to be aggravated. You have to understand that they are paying for the project, so they want to know exactly what’s going on at all times. When they are kept in the loop, they will be less likely to get annoyed or angry with your team, which will make the process go much more smoothly. 2. Assess the Skills of Your Team Members You need to understand the skills of all of your team members so that you can assign them to the right positions and test their limits in the right way. Therefore, we recommend that you do some skill testing to see what each member of your team specializes. That will give you a better idea of what you can expect from them throughout the project. 3. Give Your Team the Authority to Make Decisions Most leaders don’t feel comfortable giving up their authority, which is the reason why the decision-making process can be slow and ineffective. When you are a project leader, some decisions need to be made on the fly, so it’s better to let your team make their own decisions on the parts they are proficient at. This will help reduce your workload and it will give your team members the freedom to be themselves. The downside of this is that you will have to deal with some scolding and criticism early on, but once everything works out, you will see a significant difference in how the team functions. If you’re looking to improve your management skills, no matter in which facet, Phoenix Perform is here for you. Get in touch with us today to see how we can help. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.