You’ve hit your goal. Now what?

You’ve hit your goal. Now what?

I love this time of year. Not only is it my birthday week, but it’s also the beginning of a run of several holidays here in the US. It’s also a time of year when my teams and I are taking stock of the accomplishments of the year and starting to solidify what our goals are going to be in a way in the next year. 

Hopefully, you’ve hit some (or all) of your goals for the year at this point. Today we’ll dive into the topic of “What do I do now?” 


First things first, you’ve got to celebrate your wins! Take some time to celebrate yourself and your team as you hit your goals. 

  • Be specific in who you recognize as you celebrate. Call out those individual achievements and contributions that were made in order to reach a shared goal. Sure it’s fine to recognize the team, but people really appreciate it when you recognize their hard work and dedication. 

  • Be timely when you celebrate. A good celebration definitely has an expiration at which point it loses its impact. Book it on the calendar and make it happen. 

  • Switch up how you celebrate to keep things fresh and memorable. If it’s just for you, perhaps it’s a special trip or getting something off your wish list. If it’s a team celebration, maybe it’s a different experience or location that others will enjoy and don’t frequent.

Remember both the personal and professional

It’s tempting at times to let one set of your goals fall off during the year. Sometimes I focus too hard on one side or the other and neglect the other side in the process. If you’ve hit your personal or professional goal(s) for the year. Look at your other set of goals for the year. How are they faring? Perhaps there is some room to give them some extra attention in the time that is left to make as much progress as possible between now and the new year.  

Reassess what’s left

Not all goals reach the finish line at the same time, and honestly, not all goals even reach the finish line. As you celebrate the goals that you’ve hit, look at what’s left on your proverbial goal checklist. How are things going? Here are a few things to think about:

  • What goals need to be adjusted? Perhaps the goal was a bit too lofty or you didn’t fully account for the amount of work that it would take to reach the level that you initially wanted to. Regardless of the why of the gap, can the goal be adjusted to achieve some level of victory? 

  • What goals need to be deferred? Life happens. What goals need to go ahead and be booked for the next year? It doesn’t mean you are giving up on the goal. Instead, use the time between and the next year to reflect on what you can do differently to engage in a way that ensures success. 

  • What goals need to be removed? Sometimes things change so dramatically over the year that the goal longer makes sense in the new world or circumstances. This could be due to things like a new job, a company reorganization, or a major life change. Don’t feel guilty to take off those goals that just don’t make sense anymore. 

Gear up for another round

The new year is right around the corner! Begin putting some thought into what those next rounds of goals should look like. 

  • Are your goals part of a multiyear commitment? What does the next layer look like?
  • What deferred goals if any need to be pulled over to the next year?
  • Did you conquer an area or topic that you had been working on? What’s next and new that you can turn your efforts towards? 

Now is a great time to lean into your curiosity and imagination as you think about what those next goals can be. Remember to keep them to a realistic number and begin thinking of what your plan would be to achieve those goals. 

Take some time to rest a moment and celebrate with yourself and those involved in the wins. Step back and look at your progress in other areas and begin gearing up for another successful year. 

Make a better tomorrow. 

Guiding your team through uncertain times

Guiding your team through uncertain times

These days, it seems like we are always living in uncertain times. The biggest one in recent memory is obviously COVID, but ever since its peak, there have been constant shake-ups in the business world and in life in general. It doesn’t help that the uncertainty has been coming at up in extreme swings: Some of the lowest unemployment rates pre-COVID, to unprecedented layoffs in COVID, massive hiring after COVID’s peak, to now very large layoffs in certain sectors while others continue to boom. 

And that’s just the big picture. Think about all the change and uncertainty that happens in the org or team that you are a part of. People hate uncertainty so much that they would rather know that bad news is coming than be uncertain if it will occur or not. 

Don’t wait for (or count on) further guidance and training

During times of uncertainty, there is a greater need for good communication that connects with the team in a way that matters to them. The problem is that most companies don’t provide leaders with enough training. Studies show that the majority of managers wish they had more training when they first became people leaders and in general want more ongoing training. Strangely enough, many leaders can become resistant to new training programs, because they feel their experience in a role is enough. 

Don’t wait for training, because it may not come.  Be proactive instead. Look at the things that you do own, control, or influence and act on them today. Communicate more, anchor into the Why or purpose of the work, and celebrate the team. Pull in closer to your people with more frequent and less formal check-ins. If you know an impending time of uncertainty is ahead (company acquisition, re-org of the team, etc) get ahead by reading up on and studying the topic of change.  Two books that we recommend on the topic are Leading Change and You’re It: Crisis, Change, and How to Lead When it Matters Most. 

Be aware of and acknowledge people’s emotions

There is a near certainty in uncertain times and that’s that your team is likely going to respond to the situation differently. As a leader, begin slowing down and listening to your team as they share their feelings, concerns, and any frustrations that they may have. The team will be more likely to trust in your direction during these difficult times if they feel validated and understood in their emotions and feelings. 

It’s also good to be aware of how your own emotions translate over into your communications. Does your tone or delivery change as you get stressed out? Do you pass on that stressed-out feeling to your team? Having a good level of self-awareness is key in achieving balance here – You want to know yourself well enough to filter your communication when it gets challenging for you, but at the same time vulnerable enough to share your own concerns with the team as well. Putting those two things together makes you a stronger leader that others will see as more reliable. 

Check the energy of the team

You can feel a good culture in a room. There is a certain element of positivity, interaction, and care & respect. Take a proverbial step back and assess the energy of the team. Do things feel like they normally do or is it more gloomy or solemn than usual? Seeing and understanding this dynamic change will help you see that you have more work ahead of you in helping the team navigate the uncertainty or if you are doing a good job. 

Remember that is often very difficult to over-communicate during these times. In normal times, people will likely complain about being overcommunicated with, but these are not normal times. Even numerous change updates will help the team feel like they are looped in and aware. 

Even if your organization has done a fantastic job in communicating information during uncertain times, these core principles will still serve you well and you reinforce and lead your team. Take the time to strengthen your own change management skills to keep people engaged well through the transition.

Make a better tomorrow. 

3 Common Leadership Mistakes

3 Common Leadership Mistakes

Another year is almost in the books! Hopefully, this week has been one where you’ve been able to take a little time for yourself as you gear up for a new year of both personal and professional growth. 

I always find the new year to be a great marker in which to set some of my own goals and evaluate how I did the past year. It keeps me on track to never waste a moment even during pandemic times.  Maybe you do the same (or should start setting some goals). Here are some common mistakes that leaders make that may help you form some ideas for goals for yourself and your team. 

Underestimating (or forgetting) the power of culture

Culture is everything. It dictates who you are, who you do the work that you do and it’s what makes you unique compared to your competitors. As obvious as that is, many leaders fail to link culture to strategy as they communicate to their team. Putting your culture and value top of mind certainly helps to keep it connected in communication. When I was a multi-state operations leader, I had all of my locations say the mission statement together before each shift. It felt odd at first, but it quickly got to the point where it felt weird not saying it at gatherings. 

Today in the healthcare field, I’m always looking for ways to naturally input our values into the conversation to draw in focus and alignment in what we do and how we accomplish our goals. 

Take the approach that works best for your team, just be sure to link your strategy back to your guiding principles so that your team understands why they are doing it and how they so go about accomplishing the goal. Drawing culture and strategy together makes it easier for your team to be successful and do their job well. 

Talking about an individual instead of talking to them

One of the common themes that I discuss with leaders, no matter their leadership level, is coaching. Leaders typically have no problem at all talking about their employees. Whether it’s by gossip or just trying to get something off their chest, they’ll openly share their frustrations and ideas on improvements with others. 

Good leaders muster up the managerial courage to have difficult conversations with others because, at the end of the day, that person needs the feedback that you have otherwise they will never improve. (Ep 322) 

It’s also important to instill that direct approach in your team as well in order to strengthen your culture and team dynamic. Just as you may want to go to others with your grievances, your people will want to come to you with theirs. Instead of acting as a constant intermediary, encourage your people to connect with each other directly with their concerns and feedback.  Doing so builds up trust within your team and frees your time up for other productive things. 

Overly depend on the physical

Culture (and leadership) can be misunderstood. When learning about a leader’s disposition towards servant leadership or the culture of their team, the person will often share about physical items. They are sharing the What instead of the How. 

What examples: Bringing in a food truck for lunch, creating a game room or ping pong table space, or hosting a potluck during the holidays. 

How examples: How you prioritize your time and people, stories of helping one another, going above and beyond for your customer, and how you show care while holding others accountable. 

You may look at that list and say, “Wait a minute. I’m a good leader and I do things like the What examples all the time for my people.” That’s great, but culture should hang on the what alone. Even a terrible boss can order in donuts every now and then. 

Having an authentic culture has everything to do with your interactions with others as you all do your daily work. Sometimes leaders lean in too hard on the rewards without investing in How people lead themselves and work with others. 

Failing to invest (Bonus tip!)

We’ve closed out every podcast for over seven years with the same catchphrase, “Invest in yourself to develop others”.  It’s important to continue to invest in both yourself and your team and your business to ensure culture and priorities stick. Often times leaders will throw a little bit of money at an idea, concept, or strategy and then call it good. Think of a diversity and inclusion strategy. A leader may see that it is important and then see some people to course and move on. That strategy is not likely to have a long-lasting impact on just one event. 

Think of how you invest in others and yourself as just that… investment. You’ve wouldn’t expect to retire from a one-time investment of $100. You add in a little bit each check through your career and then by the time you retire you have a nice little cushion on money waiting for you. You’ve got to keep that same intentionally as your push out new initiatives and priorities. Keep investing in communication, education, and connection for yourself and those you serve. 

All of our mistakes today hold a common theme of culture. Overcome these common mistakes that leaders make that impact their teams in ways that they may never truly fully realize. Lock into and invest in a strong culture to see your people thrive and your business goals increase. 

Make a better tomorrow. 

Tips to Support Your Teams Mental Well-Being

Tips to Support Your Teams Mental Well-Being

We’ve all felt the lasting impact of the last few years. A study confirmed it, we’ve gotten more stressed and feel a high level of anxiety these days. 

In order to keep people engaged and have them stick around, it’s important for you as a leader to be mindful of your team’s stress levels and well-being.  While serious treatment for mental health concerns needs to stay with the professionals, there are actions that you can take to help support and care for your team. 

Keep a high-touch communication cadence

The saying “Out of sight, out of mind” is certainly true. Think about your personal goals, desires, and best intentions. Without intentionality to keep them in front of you, they end up falling to the wayside and become missed opportunities and disappointments. That’s one of the reasons we recommend whiteboards, apps, and/or smaller physical capture points to catalog your goals, both short and long-term. 

Think of your employees in the same way, if they are working remotely or in a different location, they are in danger of being left behind and feeling disconnected from their work and from those that they work with. 

I’ve always been a fan of weekly one-on-ones, even when I led remote teams across a large geographical area, I kept a cadence of check-ins with my direct reports. The pandemic pushed me to change my communication style in order to meet changing needs. I no longer have scheduled one-on-ones, but put quite a bit of effort into connecting multiple times a week in both formal and informal settings. This has helped with a list of things not building up and makes the conversation cadence feel like we are in an office setting without actually being in the same space. 

High touch doesn’t mean quick and shallow communications. Is it appropriate sometimes? Yes, but include meaningful and deeper conversations as well. 

Some prompts to get you started:

  • How are you feeling about your workload?  Do you have enough time to get everything done?
  • How do you feel at the start and end of your day or week? (Good question to gauge burnout)
  • How can I support you or your work?
  • How are you staying connected to others?

Help your people’s well-being by making sure that they feel informed, included, and appreciated. 

Cue into the nonverbal and physical clues
We know that there is power in non-verbal communication (EP 186). People that are struggling with stress, anxiety, and uncertainty will often show signs of distress, it’s just a matter of you as a leader being attentive enough to pick up on the clues. 

Look for changes in behavior that can include:

  • Wanting to, or outright avoiding group gatherings, both in-person and virtual. 
  • Showing signs of fatigue, aches, pains, and changes in energy level. 
  • Becoming overly passive, or losing and sense of engagement.
  • Showing nervousness, irritability, and restlessness. 
  • A drop in the level of communication

As a leader, you make it easier for your people to share when you are attentive and engaged with them on a personal level. They see your attentiveness and will open up more to you. On the other hand, they also know when you aren’t paying attention and will volunteer less information and articulate less on issues and struggles. 

Allow them time to refocus, decompress and reframe

Overall, I think people are harder on themselves than they should be. I know that I am. I have a tendency to try to push through physical pain, burnout, or setbacks.

Pushing for progress is always a great approach right? Well maybe not. I had years of built of injuries from running because I kept pushing through them all and tried to quickly fix things so I could continue on. I took the pandemic time to try something new…. rest. It took a long time, but my foot, knee, and hip issues all eventually resolved themselves. Even my back started feeling better and survived a big house move. 

When you identify that a person needs some time to focus on their well-being, don’t wait for them to ask for time. Be proactive and help them get the time to take care of themself. 

  • Keep track of their vacation cadence. Encourage them to take time off and get away from work. 
  • Help spread their workload to help ease their stress. 
  • Look for efficiencies in work to help them eliminate time wasters.
  • Partner together for ways that they can delegate some work to others. 
  • Model and demonstrate how you decompress and refocus your life. 

Encourage and affirm your people that is ok to take that time needed for them to take care of themselves. Your team shouldn’t foster a culture where an individual considers it a badge of honor when they go long times without taking a break from work. The work will always be there, but the employee won’t if they reach a high level of burnout. 

An employee’s well-being is equally owned between themselves and their leader. They should prioritize their own health and mental well-being and the leader should remain committed to supporting their well-being through their experience at work. Be an impactful leader by starting small and having the intentionality to support your team. 

Make a better tomorrow. 

Protecting your microclimate of culture

Protecting your microclimate of culture

Most kids learn about climates in grade school which is defined as the overall weather patterns of an area. They also learn about microclimates; the climate of a small or restricted area that differs from the surrounding area.

Microclimates are everywhere. Think how different the weather and environment are in a valley with a river vs the mountain top that is next to it. Microclimates can also be as close as your backyard. Our backyard is open and grassy, while our neighbors have a large coverage of trees and vines.

While your company sets your overall culture, values, and climate, you are in full control of the climate and culture of your team. That’s the reason multi-site organizations see inconsistency in aligned culture from one location to another. No matter how hard you push the big culture, it will always fall on the local team leader whether that will standard and philosophy will become reality or something else entirely. 

Here are some tips to help you have a happy, healthy, and productive micro-climate of culture right where you are. 

Look past the swirl

The swirl of the day can easily derail and ruin your day. While the swirl of the day and the larger storms of life can leave you feeling helpless, you have more power than you may realize in those moments.  Here are a couple of ways that we feed the daily swirl and larger storms in our life.

  • We feed the storm with our fear, pride, and permission. Life happens and sometimes it’s downright tough to make it to the end of the day. We add fuel to the swirls and storms of life by leading with our pride, fear and by giving the situation permission to control our lives. Turn your focus outwards to remember your purpose, your people, and your passion. It will help guide you through the distractions and challenges that threaten your culture. 
  • We let the swirl influence our actions. The swirl of the day can more influential than we give it credit for. How much you let it drive your day determines how much it influences your decision-making. You’ve probably seen or experienced someone make poor judgment calls while they were under pressure in some way and it seldom ends well. Recognize when it happens and take a moment to pause and take back control of the moment. 

The swirls and storms can devastate your team’s climate and culture.

Shed the facade

Authenticity is a must to build a quality culture with your team. As a leader in the social media age, it’s important to understand that all that you do can be scrutinized by others. That doesn’t mean you have to worry about every single thing you do and walk on eggshells your whole life. It does however empathize the importance of being authentic in your daily life and leadership walk.  

Be true to others and lead yourself well by:

  • Leading yourself with excellence
  • Lead yourself and others with integrity
  • Hold yourself and the team accountable
  • Lead at your level. Let go of things you used to do in a prior role in order to be efficient in your current role. 
  • Share your feelings with others. 

Open yourself up to others. People aren’t interested in the false front that you’ve got everything figured out. They want to that you understand your flaws, that you feel the same things that they do, and that you can rise to the challenges that the team faces. 

Embrace trust and transparency

The foundation of any great culture is trust. Your team has to trust that what you stand on is truth and not simply words to say without meaning.  This is often the point of misalignment between a larger organizational culture and a small local one. The members of the small team may feel like the large values don’t apply to tot them or, even worse, they haven’t seen their leader live out the company’s values in their daily work. 

Build strong culture by being honest and building trust with your team (Ep 323: Building trust with a new team) Starting here helps people feel safe to connect with each other.  Lead with humility (EP 162: Holding unto Humility) to help others see how they lead themselves. Led them with Heart by leaning into your calling and purpose (EP 161: Are you following your Calling?)

Put Heart, Humility, and Honesty together to build a strong foundation for your team’s culture to thrive. 

Through all my travels in coaching and leading others, there is one saying that comes up in nearly every area that I’ve been to. It goes something along the lines of, “If you don’t like the weather, wait 15 minutes and it will change.” Follow the tips above so your team’s culture (and climate) isn’t constantly changing and is one where they feel empowered, valued, and want to stick around. 

Make a better tomorrow.