If your employee retention program is focused on keeping individuals in the same position forever, you’re not planning on them being successful.

One of the highlights of my career was being promoted to a Head of Operational Excellence role. While the offer sounded amazing, it was the beginning of one of the most difficult transitions of my career. 

The promotion was exactly what I had wanted, but I was completely unprepared because there was no succession planning. Organizations often promote people to solve an immediate need, but lack planning for when that person is actually successful and achieves what they were promoted to do.

If succession planning isn’t part of your current workplace culture, are you working to retain jobs or the people within them? 

Succession Planning demonstrates an organizational investment in talent.

Think about your experience when you arrive at a company and the first one to two days is filled with warm welcomes and a highly coordinated on-boarding process. You get a computer, a space to work, invitations for lunch and you settle into what you believe is a long and rewarding career. 

If you’re amongst the lucky few, you continue your experience with monthly meetings to discuss strategic alignment of your work with the purpose of the organization. Finally, you discuss the development skills needed to prepare you for the next level and only in the last part of your meeting, you discuss tactical issues needed to complete your work. 

Are these conversations not happening in your workplace? 

When Succession Planning is discussed on day 1 with an employee, your brand leads with this in mind; building a culture of grooming leaders.

When you attract talent in the context of succession planning (future focused) vs. filling a technical gap (today focused), the talent you draw to your organization shows up differently and your investments are better protected. 

You can start building a culture based on Succession Planning today by taking these steps:

• Ensure every functional area of the organization has a career ladder
• Include the next two roles in every job description so when you are hiring talent you are evaluating them in the context of the current role and the next levels above
• Implement leading indicator metrics that include:
• % employees on track for the next role
• % Job descriptions that have succession planning defined
• % Functions have a career ladder defined

The first day of my position as the Head of Operational Excellence for North America it was up to me to create my own plan. As a result, in my next 5 years:

• I rebuilt the Operational Excellence Organization to generate 5MM in cost savings annually (but I struggled a lot to make this happen)
• I aligned with the Head of Quality and started to shadow their work (to create my own succession plan)
• I was asked to succeed the Head of Quality and had only 2 weeks of transition (so I struggled a little less)
• I turned around North America’s Quality performance in 2.5 years, groomed my staff for the next level and handed over a transition plan for my successor. (my boss did not have to struggle with my replacement) 

When Succession Planning becomes an integral part of your culture, there are fewer surprises and people feel better prepared for the next role.

How will you create a Succession Planning Culture that attracts the right talent and more predictably prepares the organization for the future and a lasting impact?

Let’s book a call if you struggle with this and want to intentionally make Succession Planning your Organizational Lead Magnet.

“I just need you to make it simple for us,” said the senior leader of an organization I’ve recently started to help. They hired me to close a compliance gap, but as we dug into their situation, their rapidly growing organization was seeing the impact of complexity and the lack of efficient systems. My job was to leave a lasting impact by reducing complexity and mitigate risk in their business model

“I knew I had a message, but I could never find the right words,” said a recent coaching client. They’d been very successful in their coaching business, but they couldn’t see the gaps in their messaging that would potentially unleash connection with their ideal client. I could see them grappling for the right words and through well placed questions, the messaging revealed itself.

“You understand exactly what I need, when can we start,” said one of my favorite coaching clients when they were experiencing rapid change and I was able to reframe the leadership and technical solutions needed to get them back on track. My ability to see and hear what is said and see their body language enabled me to present a solution that would get them through the chaos.

The common thread amongst all these leaders is their blindspot to truly “see” the gap and provide a solution that solves their issue short & long term. 

Bringing in another set of eyes & ears enables them to see what is missing and provide a better solution by finding their “compass” to get back on track. 

The CEO’s Compass is your guide to get back on track and through assessing the 7 compass points to get you back to true North. 

By assessing your maturity across the dimensions of Purpose, Performance, Past, Pride, People, Process and Platform, you start to see the course to navigate back… but there’s another benefit I’ve not yet shared.

The CEO’s Compass is also for you. While written to address the business challenges of a CEO, each point can apply to you and your personal challenges of not feeling like you’re on track.

In my case, I recently saw via The CEO’s Compass, I did not have Peace of Mind. Doing a quick assessment across the 7 points, I was able to “see” I needed to focus on:

• People – my personal skills development to message better and create meaningful connections
• Platform – building on my accountability tools & decision logic; execute on tasks that are most impactful to my business and 
• Purpose – recommit to it and steer clear of the “shiny penny” that was starting to get me off track.

The answer is clear – every leader needs their own Compass, The CEO’s Compass is your too,  to get you back on track. 

I’d love to connect and understand where you are off track and ways we can work through it together. Let’s book a call!

When making the family spaghetti sauce recipe it’s important to stick with the ingredients that have stood the test of time and create an experience that connects the present day with your past. Having made the mistake “ONCE” of substituting jarred spaghetti sauce in the recipe nearly broke my marriage! We survived the day, but I learned my lesson to NEVER  recreate the experience without the essential ingredients. 

Now let’s think about job skills of our future leaders in the context of a recipe:

• 4 year degree
• 5-7 years of business experience
• 2-3 certifications in your field of expertise
• 1 hour of good communication 
• 20 minutes of giving feedback
• 5 seconds of navigating challenging conversations
• 1 millisecond of understanding the culture of the people they need to work with 

When you stir this up over 2-3 years, do you think the organization benefits from the investment? If it’s obvious to you this will not be  a recipe for success for the organization or the individual, then why do you continue with the wrong ingredients? What makes matters worse is the deep culture of the organization gets lost as we mix in individuals who lack the essential skills that create sustainability in your organization. People lose their trust in the organization because either brute force working long hours or having the right network is the only way to get ahead.  In “The CEO’s Compass”, the “Past” compass point along with the “People” point are where you need to navigate to, to get you to “Peace of Mind”; your true north. 

If this is you, then I want you to pause and reflect while I take a short detour…

My guest interview this week on The Drop in CEO Podcast with Tra Williams, we discussed Entrepreneurship and how critical it is to building our competitive advantage as individuals, communities and entire nations. His book, “Boss Brain” speaks on this at length. The essential skills are even more critical as the foundation for business and building relationships. Without cultivating those skills, the “American Dream” and for that matter, “Everybody’s Dream” for a better life is lost. Believing in entrepreneurship is believing in people and their talents to create a better future. Given this thought, why would you not cultivate this within business? 

When I think about you and the need to ensure you have the 3 Essential Ingredients for Leadership Recipe, I draw your attention to this picture.

You see my daughter and son making the recipe, but hidden in this image is your answer: 

1. Preserve the past of this recipe – where did it come from, why was it important to write it down, who created the recipe and what is the importance of each ingredient. When people understand the past culture,  they are more likely to understand how it connects to today. They will remember the story and build on it. 
2. Mentor the essential skills – now in the context of spaghetti, cooking the meat in the sauce, adding spices to taste and dipping the bread in it to make sure it has the right flavor are what we teach my children in making the recipe. The same goes for business when we give them the job description – we need to spend hours / weeks / years nurturing their ability to fulfill a role that provides value. When we skip this step, they may take short cuts like I did in buying jarred sauce, burning it if the stovetop temperature is too high, or one time I used sugar instead of salt. We save our employees some of this heartache if we invest some time in showing them the way. 
3. Show people you care about them; it goes a long way in building a trusting (and loving) relationship that ensures a sustainable business. While these are two of my three children making the sauce and we indeed enjoyed the results, it was more about learning the process and the experience of eating together. When we translate that same sense of family and caring to business, we not only create a sustainable business, but one that is creating a culture for tomorrow. 

With these key ingredients, for building your leaders of tomorrow and the culture you wish to see in a sustainable business, do you have everything you need to get started? Do you have the time to build your leadership team leveraging the culture, their technical skills while building their essential skills? If there are barriers in the way of starting, let’s book a call.  We can talk about the spaghetti sauce recipe, or we can talk about getting you back on track!

My heart sank when I had to call an emergency meeting with my team and had to basically say “stop everything,” because we had multiple crises to manage. I had fallen victim to what so many organizations do; ditch the strategic work in favor of firefighting. And here I was in that position, having to lead others and feeling so off track. 

I pulled out my CEO’s Compass to figure out how to stay grounded amidst the chaos and still move the organization with the strategic work in addition to the task at hand. But before I go into what I did, let me give you some context…

Crisis 1: We were having a quality problem in one plant for which we’d not found the root cause and putting us in a position of constant mitigation. On top of that, there was external pressure to resolve the issue, because there was also a major infrastructure enhancement due to start in the same area. To make matters worse, I was challenged to gain the support from some local leadership in order to bring in external resources to fill our capability gap given the multiple issues to manage. 

Crisis 2: We had found a quality issue with a supplier for which they were pushing back on us that it was not them. Despite collaboration to try to find the root cause of the quality issue, it soon escalated into our inability to ship products to a customer. When we brought all the interested parties together on a call we reached a conclusion that allowed us to continue shipping, but I felt defeated that I could not get to the root cause. What I did realize was that I got people’s attention and we collaborated on a solution; though not optimal. 

Crisis 3: We had a quality leader that was not performing and impacting the moral of the employees. We worked extensively to give them guidance and an opportunity to improve performance, but in the end we had to let them go. The energy we took to try to improve the situation for the manager and the employees ultimately was exhausting, we let them go and moved forward with interim leadership to help rebuild the organization. 

I had to quickly manage resources, set expectations and provide a calm environment for my team to perform at their highest potential as we gathered in our “War Room” to manage the crisis. While the CEO’s Compass was not even an idea at that point, it was a story in the making and here’s why:

To get back to True North or “Peace of Mind”, I needed to focus on 3 things:

• Purpose: We needed to get back on track as being a trusted brand and deliver safe & quality products our customers expected. Diverting resources for this greater purpose gives us the freedom to focus and know we would get back to the strategic work once capacity allowed us. The team poured their collective wisdom into the situation and they naturally started to collaborate on the best approach.
• Performance: I needed the framework to assess the needs of the organization, individual teams and the individuals themselves and provide the leadership, coaching and feedback needed during this time. I was no longer the subject matter expert and had to rely on really smart people on the best approach. My job was to remove barriers and provide tactical and emotional support so they could do their job.
• Pride: The intersection of the humanity on my team with their intellectual property was my single most important tool to get through this challenge. The team had expertise in areas I’d not needed to leverage and since I knew their past and what they’ve done before, I was able to deploy resources based on acknowledging their gifts and put them in the right places for the multiple crises. 

As I cleared the table for my team to address these multiple crises and had to say “stop everything.” But with these compass points in my pocket, they rose to the occasion and we addressed the crisis. Lessons unfolded into the strategic work we were meant to do. We had a few scars from these events, but we came out stronger than before. 

As I assessed the Compass points of “Purpose, Performance and Pride” to set the strategy to navigate these crises, I found myself back on track and could continue forward with the strategic work and lessons learned from these events. 

How do you manage through transformation or a crisis? What hard conversations do you have with your team? Do you have a Compass that with a few course corrections can get you back on track? 

If you don’t have a Compass, let’s book a call.

I’m a Lean Practitioner, so let’s just get to the point… a CEO must strive for “Impact” and not achieving goals. I boil it down to this simple approach, but be ready for your world to be turned upside down. The CEO’s Compass and the North-West point “Performance” will guide you towards Impact. 

• Trust
• Innovate
• Performance

Now, I know you’ve read every leadership book that hits the Amazon Best Seller List and you could probably teach each of these concepts, but let me propose something new to get you to “Think Differently” than most experts.

Trust: 

We talk about building trust, earning trust, trusting others as a way to create high performance teams and my conversation with David Hancock of Morgan James Publishing also talks about trusting yourself and the process.  When Dave and I spoke on Episode 117 of The Drop in CEO podcast where we talked about Trusting “himself” to be a best selling author and Trusting the “timing” of when he was to finally achieve success. Sometimes we muscle past these important elements when these are really the leading indicators of ultimate success. 

Trust yourself – starting from a place of “Self-Trust” is necessary before you can create Trust for your team. Do you believe you have the skills and resources that you can lead your team, with a heavy emphasis on “belief”. If not, don’t move onto the next TIP

Trust timing –  often something we think we can control, but until opportunity meets up with careful preparation, you really can’t control the timing. Trust that the right “time” will show up when it’s ready. 

Balancing the reality that “Trusting yourself” is in your control while “Trusting timing” is not in your control and you can accept this, will you see your ability to impact others to achieve high Performance

Innovate: 

My upcoming conversation with Rochelle Smith of the Daily Social Club on Episode 118 of The Drop in CEO Podcast, we discuss how to pivot her business in Covid and still serve her clients. Rochelle took the high road, gathered her team and found innovative ways via technology to not only provide the social services for her clients, but also engage care-givers in the process.  

Through unplanned innovation, the impact of her business actually grew in the face of crisis. Given this is an example where her business benefited, wouldn’t it be a better model for CEO’s to be constantly innovating to be prepared for when crisis may strike?

Do you include innovation as part of your planned conversations with individuals, teams and your business?

A quick story about myself, I would often get low marks for innovation in my career, but lacked the guidance to know what did innovation look like? Later in my career, when I innovated and tried new things, it was not met with support; simply “that’s nice” and cautioned to make sure I achieved the goals. 

Which leader are you? Heads down to the troops or is it part of daily conversations? You may be missing out to create a culture of innovation and when faced with a crisis, your team does not have the capability to respond. 

Performance: 

In my book to be released later this year, The CEO’s Compass – Getting You Back on Track, I speak about performance, but not in the typical context you would expect. Often we discuss “High Performance Teams” and the dynamic of support & accountability to each other. I get that, but I think there is something missing from creating an “event” vs. a systemic process to align all people up and down the organization towards an outcome. 

As a leader, we have to assure that Purpose and the Strategy to achieve the purpose is understood at the Business, Team and Individual Level. Then at each level, we have to align the Purpose to each individual’s work and how it is connected. During that process, we need to be able to assess the Capability of the people to support the Strategy and where there are gaps, develop those skills.

Case in point – if we say our purpose is to be the supplier of choice through building trusting relationships, that sounds nice, but do your people have those skills at each level? If at the business level, only Customer Service and Sales have the customer relationship skills, but your internal functions have poor customer skills, we’ve not addressed the capability to support your strategy. So Performance needs to be thought about as a system to assure Capabilty exists and where there are gaps, close the gaps. Where purpose is not defined in connection with a job function, close that gap as well. 

I find when we address systemic gaps in Connection & Capability, the Performance comes and we can toss the playbook on building “High Performance Teams”, because it comes with the Performance System you created. 

Now that I have your attention, I want you to pause and reflect and ask yourself these questions:

• Do I Trust myself and the timing to have an “IMPACT” on this organization?
• Do I give myself and the team to Innovate as a daily process and support the development of that capability?
• Do I really focus on the systemic elements of Performance as a daily practice focused on aligning each individual’s contribution to the purpose and closing gaps as part of internal business development?

If you answered “Yes” to all of these questions, you’re on your way to creating an organization that will have “Impact.”

If you answered “No,” let’s have a conversation to see how The CEO’s Compass can get you back on track. 

The CEO’s Compass is designed to provide you 8 compass points that you can go into to steer the ship back on track. This week, my ship was in a complete fog due to my 2nd COVID Vaccine and while it appeared to be wasted time, it’s probably the greatest time to help me to get back on track. In the process, I’ve learned 3 things that will help The CEO who is also navigating through the “Fog”

Sitting on my couch knowing I took the day off to simply “be”, I felt so unproductive short of clearing out email, organizing my calendar and filing. It was during this time of such brain fog and lacking complete creativity to start something new, came great clarity in what was “off track” and a message for the CEO.

Purpose via Strong Messaging

I took the time to go through a video of a recent coaching session and while I appeared to be on track, my coach said my messaging was still not of the quality and consistency I needed. I saw myself struggling with the concept as I’d been putting in so much effort, but as an outsider, they said it was not conveying strongly enough my business and how I serve my ideal client. When I look back on this session, the fog started to clear up for me; despite effort, the message was still not coming through strong. The CEO’s Compass has been my navigation tool to get me back on track in times gone by and I needed to dust it off to help myself now. Only then could I begin to service the clients who could use my support. 

And so I ask you, does your company’s messaging transcend throughout the organization. If you kicked the boxes and spoke to your support staff, would the long term vision or purpose of the company ring loudly? If not, what kind of message is being conveyed directly or indirectly through the behavior of your team? And despite all the marketing and PR to convey your messaging to your customers, it may not be coming through via your front line workers. 

Now, I’m not a brand messaging expert by no means, but when it comes to articulating “Purpose”, the compass point right next to your true north “Peace of Mind” may be critical via rolling up your sleeves and getting purpose and messaging rooted deep into your culture. 

Performance via Prioritization

Clearing out my email and getting myself ready to offload some of my “administrative” tasks to a virtual assistant was a priority for me up until I entered the “Vaccine Fog”. But as I was clearing away the email, the file transfer activities and deadlines to create more content, I realized my priorities were broken. I’ve been in this place before thinking I needed more help when my decision logic and as a result my “Performance” was not on track. I’d put so much effort into my content & marketing creation efforts, I lost sight of my business development goals and needed to steer the ship more in that direction. Sales & Marketing feeds the top line growth and to achieve “Peace of Mind”, I needed to prioritize those efforts.

In the CEO’s case, I’ve seen your people rewarded for getting the order out the door, managing through that audit and high fiving when they whittled down the inventory backlog. All activity based work that needs to get done and your people feel good for surviving to tell their story. But is the right priority? Sure we need to do these things as part of operational work, but do your people understand what it takes to focus on work that will enable you to reach the outcome of your business; moving customer relationships from transactional to partnership. Do they understand that time spent in personal development is an investment in the future leadership and maturity of the people? What activities do you need to engage in that make the business unique and interesting vs. seen as a commodity?

Unless people spend time creating a roadmap to move the needle from A to B where 5-10% of each day should be focused on this work, you’re never going to create a mature and scalable business. When your people don’t lead their own roadmap towards a greater purpose or outcome and their performance is purely judged on transactional work, you clearly don’t have a performance focused workforce. 

Pride as a source of Creative Energy

While navigating my enduring “Fog”, I also started to feel a sense of loss; did I have to give up my creative passions in favor of steering my ship’s focus on Purpose and Performance? I love the creative outlet of writing and podcasting as a way of connecting with people and creating meaningful relationships. It is that creativity that is part of my DNA and what makes me unique for both myself and others who encounter my work or create a relationship. As I reflected on a potential loss in my work, I quickly mustered up the courage to know that I still need to maintain my relationship with my “Pride” and find ways that serve my business and clients vs. being an energy drain. It is for that, the content & conversations I will have going forward need to serve the “Purpose” of my clients now and the ones I haven’t met yet. By maintaining what I’m so proud of with a minor course correction, I should be able to achieve true north or “Peace of Mind”.

When I think about you, the CEO, I often think about someone who is “Dropped in” to a new situation and needs to quickly assess your landscape and make the best decisions to move it through rapid transformation. The thing sometimes that is missed is you may have all the technical resources and processes already available from the ocean you just acquired. It’s about spending time with the people to understand their unique qualities and harness that creative energy to get back on track. There is plenty of time to enhance, improve and make more cost effective, but critical now is to work with what you have now in order to build trust in the people to follow your leadership and to maintain their confidence they can still contribute to the greater purpose.

When we preserve the “Pride” of the people and the process that has made it successful until now, we maintain a strong foundation that is needed in order to build upon it and bring it through rapid change. Once everyone is on board because you paid respect to what they bring forward into the next journey, they’ll be there for you through the rough waters. When you get through the short term challenges, they will engage with you more willingly when it comes to investing time, money & resources for that business step change you were commissioned to do. 

So as I come out of my “Vaccine Fog” and gain clarity on how to steer my ship, I offer you a tool for you to determine if you are on track or do you need The CEO’s Compass to see you through your “Fog” and get you and your team back on track.

For my free assessment tool, email me and put “Get my CEO’s Compass Assessment Tool” in the subject and I’ll get it right over to you. ([email protected]) This will give you a sense if you’re on track or which Compass point you need to focus on. If you’d like to talk through the tool, let’s connect for a free 15 minute call.

Did you wake up one morning and realize you were ready to lead a successful company? Me either.

In fact, the more knowledgable I’ve become over the years, the more I realize that I’ve never been inherently ready for anything – and neither are your emerging leaders.

Leadership is a process, and at any given moment your skilled employees are on their own (very unique) journey to becoming the leader you need them to be. It’s up to you to recognize where they are in that journey and know how to support them. 

If leadership were a fire, it would start with a spark, then develop a slow burn and finally ignite into a flame that is unstoppable. If we break the process down into these phases, there are a few not so typical characteristics that you can look out for.

Type 1 – The Spark

Characteristics:

• They’re labeled as difficult.
• People roll their eyes when this individual speaks.
• People avoid speaking to them because they know it may be work they have to do.
• People come to you and complain about this person and they now become your problem.

What do you do? This is the time most leaders develop a performance improvement plan, hand the person off to HR or simply ignore them. 

In Practice:

I’m saddened to know countless people go unacknowledged because true leadership does not recognize the leaders of tomorrow. These people are restless. They have ideas about how things should be. They vocalize their thoughts that are often not popular only to be smothered by disinterest or avoidance because it may be work or things will change. 

Every new idea and change comes with effort, but I ask are you willing to listen and truly see the spark that person brings to your organization. Their ideas may be rough, but under your leadership you could refine the message and help the individual to position their thoughts and energy into a positive impact. 

I saw this person in my last consulting assignment, a highly talented food safety specialist. I worked with them to channel their energy into messages that spoke the language of business or that of the individual they were speaking to. I mentored them to speak more concisely about concepts. I taught them to find the best time / approach to communicating with people as everyone is different. I helped them to regain their confidence in their technical expertise as they found their way to more effectively communicate and to start to effect change. This person had a beautiful spark and I found a way to keep it shining bright. 

What do you do with this “difficult” person? Your role as a leader to see leadership before everyone else sees it and it starts with that person with a little spark. Don’t let others smother it.

Type 2 – The Slow Burn

Characteristics:

• They come to your office and start writing on your whiteboard a new approach to an existing problem.
• They’re so wrapped up in the concept and story telling, they appear lost in their world of trying to convince you of a new way.
• They’re frustrated with their current role and are not delivering yet they have time to share new ideas with you and are energized by it.

You appreciate the well thought out concept, but are distracted by the fact they’re not meeting their performance objectives. 

In Practice:

I saw this person in my office and I was exhilarated with a new way of thinking to help leaders get to a deeper level of thinking when it came to root cause analysis. As we tested the idea and then applied it to the real world crisis, we uncovered a major global system flaw in some ERP software where in the past, a band aid would have been applied in the past. This person was so energized by the work to a fault that some of their other responsibilities did falter a bit, but I’m thrilled this person found a new calling that could impact the business on a greater scale.

That person later resigned to a calling of being a plant manager at another company. When they handed in their resignation, they said the work would allow him to impact so many more people on a greater scale now that he had found his passion to teach and help others to solve problems. 

So I ask you what do you do? This “Slow Burn” can have a tremendous impact on your organization if you provide them the time and mentorship to revolutionize how you do business. I won’t lie to you, but it takes a lot of work to harness this immense potential into something that can create a lasting impact on the organization. It takes an open door policy to support them with monthly 1:1’s to help them to evolve their process and to something that raises them to a level of leadership that is no longer taxing to your energy, but something that creates energy. The question you need to ask yourself is are you willing to invest the time?  And if not you, with whom?

Type 3 – The Igniter

Characteristics:

• They’re your highest performers that make you feel comfortable and you look good because they are so good at their work.
• You don’t have to worry about them, therefore you don’t spend much time thinking about developing their career.

You give them a target performance review and when they ask you for feedback, you draw a blank and say you’ll give it some thought and get back to them. They shut the door on their way out and with that, you’ve forever lost your best performer. 

In Practice:

Your star performers who are highly aware of their performance are always seeking to improve are the ones you have to watch out for. Sure, they’re probably promotion material and top of mind for new projects, but they’re a smoldering fire waiting to Ignite. They’re either going to fall into a confidence deficit, start working themselves to the bone  thinking that will get them ahead or before you know it, they leave you and then you wonder why. 

Whether you realize it or not, they’ve already mentally left you and while they continue to do their work to the highest quality, they’ve been seeking support from other people. I know because they’re being mentored by myself. They’re in my Human Centric Leadership Academy, signed up to be a mentor through a professional organziation or are consuming my content on social media and the podcast. It’s only a matter of time, they ignite themselves into a new role or company and you never saw it coming. 

What should you do? I might propose the first step is to truly “see” these people vs. taking them for granted. They are your future leaders and by not supporting them, your investment will be lost by having to pick up what could later be poor performance or they leave the company. If you realize this is an opportunity, do you have the capacity to provide this to maintain your top performers? Do you need someone to partner with you? I challenge you to ask yourself these questions and if any of these are “yes”, I’d love to connect with you and start a conversation. 

It first starts with a conversation to discuss how you can keep the “spark”, the “slow burn” or the “igniter” people in your organization and protect your investments. Until we meet, promise yourself some time to “see” these people and see if you have a different view of their potential after reading this article. I suspect you have talent that is untapped and you can be the one to help them to leave a lasting impact.

Let’s talk! I’d love to support you in discovering your untapped talent on your team.-Deb

Have you ever felt like you were climbing rungs of ladder in your business, stepping up one-by-one only to look up a realize all you can see is more ladder?

We hit milestones every day, yet most of us are hesitant to share them with anyone. Maybe they feel insignificant, or maybe we’re not sure if it’s professional.

The truth is, if you have a good relationship with your customers, they want to celebrate your success with you.

It keeps you top of mind for future business.

It shows that through your growth, you’ll sustainability be there for them in the future.

It creates deeper connection because you simply care to share major milestones.

If you can’t communicate your successes, how can you be a champion of your clients’ brands?

I’d love for you to practice in the comments. I’ll go first!
– In 2019, Illumination Partners, LLC was formed, servicing clients internationally
– In 2020, we launched The Drop in CEO Podcast is releasing it’s 100th episode on February 26th, 2021
– In 2021, we’re releasing my new book, “The CEOs Compass – 8 points to getting you back on track”

Not ready to share in the comments? Let’s book a 30 minute call and see how we can communicate your milestones in a way that builds more meaningful relationships with your clients and network.

When my client said “Sign me up”, I had finally hit a turning point. The majority of my networking conversations left me feeling drained. I knew I showed up with value, but often those conversations would be a one and done.

Mid-career professionals were coming out of the woodwork through referrals and I would spend an hour with each listening intently to their story and reframe a value proposition that floored them every time. They were amazed. I thought for sure they would return as I provided them so much value, but that wasn’t the case.

I then realized after some soul searching there was nothing wrong with the value that I provided. I was hesitating to extend offers in the context of not wanting to be “salesy”. However, things started to change when I began seeing these conversations as opportunities to help others. If someone doesn’t take advantage of an opportunity, that has nothing to do with me. When I show up with an authentic desire to help, everything changes.

If you would like an opportunity to see how I can help guide you through rapid change, let’s book a chat!

I recently had a client reach out and ask me to provide a proposal for quality support services for a new company they were building.

Normally this would be cause for celebration.

I enjoy working with this client.

I love the work I do.

But despite the joy new business brings, I heard the unspoken distress in my clients’ request.

They said “I need you to help us with our annual audit and provide quality support services…”

I heard, “Help me keep my business afloat after being devastated by the economic impact of COVID.”

Often consultants will rush to deliver a proposal for the requested service without understanding how the client truly needs to be served. That understanding starts with listening.

There are five steps to decoding what your client is really saying:
– Listen to their words
– Look at their body language
– Write down key words they say
– Connect the words to a common theme
– Reframe what you heard to confirm understanding

The next time you have a meeting with a new boss, a new team, a new client… how are you going to serve them?

Follow the 70/30 rule – 70% listening and 30% speaking. The result will be a more trusting relationship and a better result for the people you serve.

If you are struggling with this, Let’s book a call! We’ll figure it out together.