Phillip Van Hooser's Blog: Build Performance Blog, page 3

Are You Making These 3 Leadership Mistakes?

With the speed of change and complex business problems, the role of an intentional leader is more critical than ever. Navigating leadership requires a purposeful approach and avoiding common leadership mistakes. Let’s explore three key behaviors to avoid if you want to be an intentional leader 24/7/365. Are you unwittingly making any of these three leadership mistakes? 

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Leadership Mistake 1: Whining

As leaders, it’s natural to feel the weight of the challenges we face, whether they be personal, professional, or global. However, it’s crucial not to fall into the trap of whining or complaining about our circumstances. While acknowledging the difficulties is important, dwelling on them or positioning ourselves as having it worse than others can be counterproductive and unattractive to those we lead.

Remember that everyone is facing their own struggles, and some may be dealing with far more severe consequences than we are. As intentional leaders, we must rise above the temptation to whine and instead focus on finding solutions, supporting our teams, and maintaining a positive outlook. By doing so, we can inspire others to do the same and create a more resilient and cohesive team.

Leadership Mistake 2: Whispering

In a rapidly changing business environment, communication is key. However, the act of whispering – whether literally or figuratively – can be detrimental to intentional leadership. When leaders engage in side conversations or withhold information from certain team members, it creates an atmosphere of doubt and mistrust.

Those who are excluded from these conversations may become paranoid, wondering if they are the subject of the discussion or if there is information being kept from them. This erosion of trust can have long-lasting consequences on team dynamics and performance.

Intentional leaders must prioritize transparency and inclusive communication. If information needs to be shared, it should be done so openly and consistently. By avoiding whispers and side conversations, leaders can foster a culture of trust and collaboration, even in the face of uncertainty.

Leadership Mistake 3: Wondering

The final leadership mistake for intentional leaders is to avoid wondering or sharing unconfirmed information as fact. In times of heightened stress and uncertainty, people are more likely to latch onto any information they receive, making it crucial for leaders to be mindful of what they share.

Before sharing information with your team, take the time to verify its accuracy. Spreading misinformation or speculation can lead to confusion, anxiety, and poor decision-making. As an intentional leader, your team looks to you for guidance and clarity, and it’s essential to maintain their trust by only sharing information that has been confirmed and validated.

If you find yourself wondering about a particular issue or piece of information, resist the urge to share those thoughts until you have had the opportunity to investigate further. By being intentional about the information you disseminate, you can help your team stay focused, informed, and confident in the face of uncertainty.

Intentional leadership is about making a conscious effort to lead effectively and purposefully, even in the most challenging of circumstances. By avoiding three common leadership mistakes — whining, whispering, and wondering — leaders can navigate uncertainty, complexity, and rapid change with greater trust, transparency, and wisdom. 

Make sure that when you open your mouth and people hear from you that they know that they can take that information to the bank. ~ Phillip Van Hooser

Remember, your team is always looking to you for guidance and support. By rising above complaints, fostering open communication, and sharing only verified information, you can inspire trust, resilience, and unity within your organization.

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What Do You Say

Which of these three leadership mistakes do you think is the most important for leaders to avoid, and why? What other behaviors would you add to the list?

Is Your Communication Strength Really a roadblock?

Is your communication approach actually causing you problems with your team?

In my natural, unedited state, I’m an incredibly direct, fast-moving person. NO fluff, no filler, no wasted seconds. I thrive off progress.

Some people love that, others despise it.

What I continue to discover within my own business and with our clients is that our natural instincts can be the strengths that fuel us forward, but at other times, our defaults can become camouflaged roadblocks standing in the way of team success.

Here’s my question – Even if it’s incredibly frustrating for you, if it meant greater team success would be realized, are you a leader willing to adapt your style to meet the needs of your team?

Ruffling Feathers and Don’t Even Realize It

Early in my career, I served as a marketing director. To execute well in this role, I needed to collaborate with others, communicating consistently with many team members to move projects forward quickly — the CEO, CFO, Compliance Officer, etc. 

As someone who wore multiple hats in the organization, one of the strengths I brought to our team was my tenacity in pushing projects to completion. However, early on, I didn’t realize that my weakness was my unintentional, default communication style of being direct and to the point. I was ruffling feathers and didn’t even realize it, instead, my focus was innocently on managing my time well and driving results. 

Sometimes our intentions are honorable, but our impact is ineffective.

Without question, I now know that it only takes a few feathers out of place for the whole animal to look like a mess. Similarly, it only takes a few ruffled feathers on a team before frustration, disengagement, and a lack of unity create a breeding ground for stalled progress.

My real-Life Lesson in Communication

It was a typical day, I needed the compliance officer to formally approve my ad for another marketing campaign. Without question, I perceived this to always be a monotonous step in our process, one that could be skipped since I fully understood the regulations and information needed. So, I kept my communication with the compliance officer very brief to save both of us time. I wrote an email that went something like this:

Julie,

The attached ad needs your approval. I’ll keep an eye out for your response before the end of the week.

– Alyson

Hit send. Done. Another day, another dollar. I still have to wait for Julie, but for me – I can check the box now. Progress. I like it.

Until Julie replied…and I didn’t like it anymore…in fact, I didn’t like what she had to say at all. But I am so glad she told me the truth.

Telling the truth is not always easy, but it is always right.

(And “Julie,” if you’re reading this, I want you to know how much I treasure your willingness to shoot me straight!) 

Communication Without Connection is Just Fruitless Talking 

Little did I know that for months, my quick emails were being received and decoded by the team far differently than I intended. 

As someone who studies team dynamics, we know that intention doesn’t always determine impact, but the impact always determines performance.

Julie’s email response came sooner than I expected—in minutes, not days—and the words on the screen were shocking to me. 

Tactfully and in a very detailed, long multi-paragraph reply, she basically said, “Alyson, if you keep communicating like this, people aren’t going to want to see you coming, hear what you have to say, or willingly support your work and advancement here.”

Ouch.

I had to read it twice.

Honestly, my knee-jerk reaction was thinking to myself, “Okay, boomer, that’s old school – not only the long email but also the suggestion that I use flowery corporate-ese language. I was just being authentically me, i.e. real. That’s the future of work!” 

But then logic and rationale entered my brain and I thought, “What if Julie is right and I am wrong?”

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Poor Communication Consequences Hidden in Plain Sight 

If I’m wrong, then my ROI is horrible. Little time spent, little return earned. It really doesn’t matter how much time I save writing emails because if I rub the team the wrong way, and build division instead of unity, then I won’t be able to move forward—at least not as quickly, seamlessly, and powerfully—in my career, and I’ll make everyone else’s life more painful at work. 

Nobody loves getting poked with a thorn, even if it means they get to smell the roses.

I never wanted that to be my story….

I thought, if Julie is right, spending just a minute longer on an email to ensure my communication infuses positivity and appreciation will have a much greater ROI—a small investment, infinite returns.

I was unwilling to take the risk of not taking Julie’s advice. I needed to make a change…for the good of me, but much more importantly, for the good of our team. I’ve come to believe that there’s no such thing as self-made success—success requires the investment and support of others. You can lead at any level of an organization, but always remember that leadership without followers does not exist.

Are You A Courageous Communicator?

I don’t know how long it took Julie to write that email response to me. I don’t know if she hesitated to be honest with me – to tell me that I was frustrating her and others on the team. However, what I do know is that she helped me. She served me. That’s what leaders do. Leaders speak up to help someone else become more successful, even when it’s uncomfortable as the leader. Leaders take actions that help others succeed. Leaders focus on the long-term impact, not temporary losses or gains.

Are you willing to courageously communicate with your team? It could be the action that elevates everyone!

Maybe more importantly, especially for leaders of teams, are you open to the truth being shared with you? Are you willing to change for the good of the team?

One Communication Tip for Greater Leadership

Great leaders consistently improve their performance. They never stop learning, never stop growing, and never stop pushing themselves and others to greater success. The world needs more leaders who are great communicators. May we appreciate the great leaders we have, and may we all work to be the great leaders our world needs now more than ever.

Over time, I’ve learned that adaptability is critical for leaders of today’s diverse workforce—at every level. Sometimes, our default personality traits don’t serve our team very well, so the best approach is to change how we’ve always done it or let go of how we prefer it—for the good of our team! That’s what selfless leaders do. 

However, the key is that we never know exactly how to lead our unique team well unless we truly understand them first. We need to know how they prefer to be communicated with and led. Once you have true clarity and understanding of them, you gift yourself a trusted compass leading to adapted actions that will elevate team success in many, many ways. I want that to be your leadership story!

Have a one-on-one conversation with your team members to ask them something like this: 

“When it comes to everyday communication at work, who do you enjoy working with the most? What is it about their communication style that you resonate with?” 

As you listen, look for clues into specific insights and tips you can incorporate into your future communication to better resonate with each team member.

Have some leadership issues to fix? That’s what we do! Contact us for a free 30-minute strategy session to talk about how we can help level up your leadership skills.

Growing Leaders: A Farmer’s Advice

I grew up on a farm, and I’ve come to understand that growing leaders and farming have several things in common. If you’ve got a crop of leaders to develop, consider this farmer’s advice.

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Personal experience way back then taught me to look forward to summertime. One of the consistent pleasures of Summer has always been that it’s the period when earlier Spring planting and cultivating begins literally, to bear fruit. If conscientious farmers have properly prepared the ground; planted the seeds; eliminated the weeds; and, of course, if rain and sun have cooperated accordingly — VOILA! 

The fruits (and vegetables) borne from intentional, conscientious effort predictably materialize. Almost like magic! Who doesn’t look forward to, in due season, homegrown, fresh-from-the-field-to-the-table tomatoes, beans, corn, lettuce, and the like? They are nature’s rewards for a farmer’s efforts!

Still Farming, Just Growing Leaders Now

Okay, I admit it. I haven’t personally tended a garden in years. 

Nevertheless, I haven’t forgotten those fundamental farming lessons I learned long ago. In fact, without intending to insult all the hardworking, day-in, day-out farmers I know, I still proudly consider myself one of them at my core. But rather than fruits and vegetables, I’m growing leaders, hopefully, hearty crops of them each year.  

Plowing an even deeper furrow in this farming analogy, over the past four decades, I’ve been fortunate to work with several organizations whose fields of leadership growth and opportunity provided near-perfect conditions for raising bountiful crops of leaders year after year. 

Professional organizations whose corporate values provided ample opportunity (fertile ground) to raise up committed leaders. Corporate cultures in which available resources (fertilizer) were deliberately applied. Organizations whose senior leaders recognized and accepted the need for leadership succession and due leadership preparation. Senior leaders who were unintimidated, diligently preparing to eventually replace themselves (crop rotation) with a future generation of leaders capable of many future seasons of high-end growth and successful performance.  

Yes, fertile fields of leadership development opportunities do still exist. 

But sadly, woefully unproductive organizational fields can also be found. Barren (poor bench strength), eroded (high turnover) fields. Fields in which minimal attention has been given to growing (new crop) leaders. Fields overtaken by weeds (poorly developed policies and procedures) and obstacles (past precedents) because careful cultivation (methodical growth and development) was, at best, an afterthought, if thought of at all. 

Too often, those very fields have become dumping grounds in which trash heaps (bad decisions) and refuse (failed initiatives) have accumulated. In such environments future leadership growth, organization production, and bountiful success become virtually impossible outcomes.

Did I mention I love fertile organizational leadership development opportunities?

Breaking Fallow Ground

In the Spring of 2024, when a farmer’s attention turns to the next crop planting, our office received the following unsolicited—and completely unexpected—email. In part, it read: 

“I work for (company name withheld). …Just to let you know I have been to the training course of Phillip Van Hooser in the early 1980s when I worked as a manager for (company name withheld). We need management training for our frontline managers and our leads (supervisors) for our assembly lines and our warehouse. …I highly recommended you guys to them (current management) because for the 40 years I’ve been in management the skills that you taught me really helped me through my journey of being a manager.” ~  Joey

Was I thrilled? Now what do you think? I was giddy.

It’s rare (almost never) that I hear from someone who’s been through my entire management/leadership development series years later. Yes, a lot of folks have completed it over the years. But afterward, they get busy. They move on. It happens. I understand.

But the company Joey mentioned was my very first corporate client after I founded my company. For these reasons his company was quite memorable and their unwavering commitment to leadership and management training even more so. Therefore, even the specific cohort Joey was a part of was memorable to me. Now after all these years, Joey had resurfaced!

I called him almost immediately.

After I confirmed that Joey was really Joey, and after Joey was appropriately reassured that Phil was really Phil, we settled into catching up on 30+ years of career history. Remember, our last contact was in the 1980s. At that time we were both on the front end of our careers. Now decades later the end of our careers are in sight. 

Eventually, the question came up. 

“Joey, what made you recommend me for this training opportunity?”

“Phil, when I took my first management position our company provided training to help get me started on the right foot. They hired you to lead that training. That first training served as the foundation for everything I continued to learn thereafter. But you and your content laid the foundation. And that foundation was a good one. It has served me well.

“Right now, this organization has a real need for leadership and management development. This is my opportunity to help as many young managers, supervisors, and leaders as possible get the very best foundation possible. I trusted the information you shared years ago. I’m not sorry I did. And I trust the information you will share now.”

As a result, I have been contracted to lead a group of Joey’s younger managers through a complete series of my leadership development materials beginning later this summer.  

Planting, Nurturing, & Harvesting

Horticulturists tell us that once parsley seeds have been planted in prepared ground it may take up to four weeks for that parsley to sprout. Beans and pumpkins can take one to two weeks to break the surface. But cabbage, beets, and lettuce plants can sprout in as little as one to two days!

Plants are a lot like people. If the ground is prepared in advance. And if the seeds are carefully planted. It’s a pretty safe bet that that plant will eventually sprout, grow, and produce a bountiful supply of its own fruit. 

The same is true with managers, supervisors, and leaders. Carefully working to prepare an environment in advance that supports personal and professional growth and development is critical. Planting the right people in that environment is necessary. Patiently waiting is a must. 

But here’s the good news. if you do those fundamental things, you can almost bet that the manager, supervisor, and/or leader in the making will eventually sprout and grow. Some earlier. Some later. But almost all sooner or later. And once they are ready, most will continue to grow and bear fruit for years and years to come.

I encourage you… start sowing, cultivating, and tending the seeds for growing leaders today. Doing so is essential to growing a fruitful organization!

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Transform a Leadership Journey with 3 Powerful questions

Effective communication is crucial if you want your high-potential employees to become stronger leaders. Communication is a top concern in many organizations, so here are three powerful questions to help you guide, influence, and transform an employee’s leadership journey!

Addressing the Unknown – Don’t Leave Great Employees Behind!

Many employees never reach their full potential because the fear of the unknown outweighs their desire for increased responsibility. Instead of rising up, far too many valuable team members choose to quit and leave – or worse – quit, and stay. How unfortunate it is that far too many organizations miss out on what could be their greatest leaders! I don’t want that to be your story.

Engaging people authentically and meeting them where they are can change everything, yielding huge returns on your time and transparency investments. But how do leaders do this effectively?

Sharing Your Story – Gain Mutual Clarity Through Intentional Communication

Phil and I often lead training sessions for executives and their potential successors. These programs typically are part of a succession planning process where both parties prepare for the transition, embracing both the opportunities and challenges it brings. (Check out Session 9: Succession Planning for a Stronger Future here.)

During a recent session, with both the executives and the successors in the same room, we asked the executives to answer a few key questions. As we laid out the questions, the excitement on the faces of the successors was palpable when they realized they were going to get the insights we were asking for. It was almost as if they were saying to us, “I’d never ask those questions, but I am dying to know the truth!”

Questions to Transform a Leadership Journey

In any case, when executives answer the following simple questions with their teams, everyone gains clarity about what to expect when taking on additional leadership roles in the organization, as well as reinforcing the importance of their work.

Here are the three questions each of the executives answered:

What excites you about executive leadership?What was the most surprising challenge you’ve faced as an executive leader?What has made all the work worth it?

In this particular group we were with recently, the answers varied widely, yet so many successors found value in each individual response. 

I can’t help but wonder, what’s YOUR story? Truly, how would you answer those three questions if you took five minutes to stop and consider the realities of it all?

And, if you shared those answers with your high-potential employees, would they see you as more “human,” would some of their fears subside, and would they suddenly be fundamentally motivated to step up? It’s possible!

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Action Isn’t Optional

The reality is that employees crave real, authentic insights. They want to know what to expect and whether all the effort they put in will leave them feeling accomplished and fulfilled. Be open with them. Tell the truth. It might just be the unforgettable conversation that inspires someone to step up, step out, and lead the team to even greater success going forward.

Make no mistake about it, you don’t have to be an executive to use these three questions. These are three simple questions that any manager or leader can use with their team to elevate their communication, and authenticity, and strengthen team relationships.

Because this exercise consistently yields meaningful insights among teams, I want to encourage you to use them. Whether it’s in a monthly one-on-one meeting, in an upcoming training session you’re leading, or in a simple, intentional one-off conversation. I hope these serve as a practical guide for building a stronger relationship with people on your team, and helping transform the leadership journey for each of them.

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3 Questions An Intentional Leader Has Answered

Are you just an accidental or incidental leader? Neither is a good long-term leadership strategy. So if you want to be a more purposeful, intentional leader, here are 3 questions you need to have the answers to.

Strategic Questions to Guide an Intentional Leader

I get this question asked of me quite a bit from people who aspire to be better leaders.

“So Phil, in your work with leaders, what advice would you give me or others like me who wish to improve their leadership performance?”

My answer always begins with this — be intentional. Be an intentional leader. Being an intentional leader is different from being an accidental or incidental leader. Let me explain.

Accidental vs. Incidental Leader?

An accidental leader is a person who finds themselves in a leadership situation and is forced to respond. They may have reacted very well, but there was no intentionality behind it. It was completely accidental.

An incidental leader performs particularly well in a specific circumstance or task. It’s the only leadership method they’ve mastered. When they experience other leadership problems or challenges, frankly, they try to solve the problem with the only solution that worked for them in the past.

Neither of those — accidental or incidental leadership — works well over time for the leader who wants to be a high performer.

If You Want to Be an Intentional Leader

The best leader — an intentional leader — know their values, have clear goals, and understand how they want to be perceived as leaders.

They know what they want; they’re willing to commit to it; and they know that over time, they should be successful.

So let’s assume for a second, you take my advice, that the first step in the process is that you determine yourself to be an intentional leader. So then what?

Here are three strategic questions that I’d like you to answer as you begin your approach toward being an intentional leader.

What Do You Value?

What professional values do you count as most important? 

I can’t answer that for you and you can’t answer it for me. If I answered it for you or you answered it for me then it wouldn’t be intentional from our own perspectives.

As an example, honesty is at the top of the list for me. Integrity — doing the right thing because it’s the right to do — is critical. Also, being able to act courageously as a leader is important.

So what core values do you hold most dear?

What Do You Want to Accomplish as a Leader?

Once you create your list of intentional core values, then ask yourself the second question. 

Based on your core values, what do you intentionally want to accomplish as a leader? 

There are different ways to lead and different circumstances and situations in which to practice leadership. For example, when I first got out of college, my intentionality as a leader was to be a manager — a leader in a manufacturing environment. On purpose, with intentionality, I got there.

But an interesting thing happened. After a few years of working in that capacity, learning and growing, I decided I wanted to accomplish more as a leader. From that new value system and that new purposeful goal, I worked to create a leadership business — speaking, training, writing, and consulting.

In other words, intentional leadership values and goals will likely give you room for more intentional growth and advancement. As you achieve more, it’s important to evaluate your growth and set new goals for yourself.

So the first two questions: What do I value as a leader? What do I want to accomplish as a leader? 

And then the third question…. this is the most simple question and yet it might be the most complex to answer.

How Do You Want to be Intentionally Described as a Leader?

How do you want others to intentionally characterize you as a leader one day? 

What do you want others to remember about your leadership?

In Stephen Covey’s ever-relevant book, “The 7 Habits of Highly Effective People”, the reader is encouraged to begin with the end in mind. 

And I completely agree. If you can begin today — intentionally knowing your values, intentionally knowing what you want to accomplish, and intentionally knowing what you want others to say about you — then most of the decisions that you’ll need to make to get you where you want to be, have already been made.

So today, 

Think about your values,  Think about what you want to accomplish, andThink about what you want others to say about you. 

The answers to these 3 strategic questions will get you started on the right foot toward being an intentional leader.  And while you’re thinking about intentional leadership, here are 3 things an intentional leader never does.

Listening Intently

One core value me and my team value most is listening intently. We say it this way, 

Hearing your stories is critical to our work. We succeed by investing substantial time in listening attentively to our customers, their goals, and their aspirations so we can forge solutions that support them.

If your goal is to intentionally improve the leadership performance of you or your team, it would be our honor to listen intently and support you in that effort. Please let me know how we can help.

#intentionalleader #strategicleadership #leadershipvalues #leadershipgoals #leadershipreputation #intentionalleadership

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How to Know It’s True Leadership

What True Leadership Looks Like

What is your mental image of leadership? Someone strong and serious? Or loud and aggressive? Maybe, maybe not? Here’s how to know if it’s true leadership.

I have to paint a picture for you… A tall, hard-looking, buff man (I don’t know any other way to describe a tall man with huge muscles who wasn’t smiling ) came up to talk with me in the back of the room recently. I had just finished presenting a 60-minute training session on “Leading Through Conflict and Confrontation” at his organization.

I smiled, looked him in the eye, and stuck out my hand to shake his. As he shook my hand, he said, 

“I really enjoyed your program today.”

True Leadership Power

Still holding on to my hand in the most professional way, he paused for a moment to catch his breath. His eyes turned red and started welling up with tears… and he said,

“… As a leader in this organization for decades, I believed power came from walking into a room and taking charge; driving results. An iron first, if you will…”

He went on to say that he’s continued to learn and discover over time that true leadership “power” truly exists when the people on your team know that you care about them. And you truly do choose to care about them as a whole person, not just at work. He added… 

“When you choose to care about the people you work with every day as human beings, as you begin to plan and work towards a better future for everybody… 

The Results of True Leadership

“It’s incredibly ‘powerful’ to see the commitment, the effort, and the results people will accomplish with and for you because they know you care about them….That’s leadership, Alyson.”

Wiping away tears, he said, 

“You reinforced that today. You reminded me of the importance of valuing the people I work with…especially when we have to have hard conversations.”

True leadership power comes from genuinely caring about the people who work with you. It’s the secret to creating a supportive environment where team members feel valued and motivated.

It’s also an approach that can significantly impact team dynamics and performance. When leaders connect authentically with their team members, it leads to higher commitment, effort, and better results.

I share this with you in hopes it serves as a radical sign that you must focus on the people at work if you want the results at work. 

Or maybe as a simple reminder and encouragement that you’re on the right leadership path with your part of today’s workforce.

Something Leaders Should Think About

You may care about your people, but do they feel it through your actions, words, and decisions? Do you consistently show that you care about them as individuals — not just employees? It’s critical that they do.

Are there any changes you need to make in your leadership to meet the different expectations and needs of your team members?

What specific actions can you take to build stronger connections with individual team members — actions to create a culture of care and respect?

That’s the type of leadership that ignites success for you, for them, and for your organization. And I want that to be your story! 

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4 Takeaways from the Leadership Spotlight

HOW ARE YOU DIFFERENT AS A LEADER

Employees are always watching their leaders. Intentional leaders realize this and understand the takeaways from the leadership spotlight. Here’s what I mean.

I was standing before a group of managers and supervisors with whom I’d been meeting monthly for exactly one year. Each month we explored foundational leadership concepts that too often get overlooked, underestimated, or disregarded completely. On this, our 12th session together, I began our group discussion with a simple question.

“So, it’s been a year,” I stated flatly. “How are you different today, as a leader, than you were one year ago?”

The question caught the group unprepared. Participants immediately saw the need to inspect their fingernails or the ceiling tiles. None seemed willing to make eye contact. So I just waited.

Eventually, a couple of them ratcheted up the courage to offer some over-simplified self-evaluations like: “Well, I think I’m a better listener,” or “I’ve been trying to get to know my followers better.”

SOMEONE IS ALWAYS WATCHING

It was then that one of the younger members of the group spoke up. This young man, in his late 20s, had been in his first supervisory role for less than three years. Quiet by nature, I was surprised to hear him speak up voluntarily.

“I’m different in every way,” he began. “Phil, a year ago in our first session you said something that caught my attention. You stated that as a supervisor — as a leader — our actions and attitudes are always in the spotlight, always being scrutinized. I knew that was true — over the years I’d watched my supervisor closely. I watched the way he talked and the way he reacted under pressure. I studied his body language, facial expressions, and voice inflection. I learned who and what he liked — and who and what he didn’t. Along the way I mentally processed those observations, interpreting them based on my past experiences, assumptions, and perceptions.

But, Phil, I’ve got to admit, before that day I had never considered that someone might be doing the same to me. I thought of myself as just one of the guys. I now realize that’s not how they saw me. I was their leader, or at least they expected me to be. It finally dawned on me that others were watching and studying me. It’s me that’s in the spotlight. 

As a result, literally every day since that first session I’ve worked to consciously choose what I would do or say, or how I would act or react to various situations, understanding the spotlight is on me and everyone is watching.”

EMBRACING THE LEADERSHIP SPOTLIGHT

I couldn’t have been more proud. One of my leadership training participants had come to realize that the best leadership is intentional, not accidental. Employees will always be watching. With that in mind, leaders ought to choose their actions and words carefully, remembering the leadership spotlight is bright, forever illuminating, and quite unforgiving.

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This young leader’s discovery underscores several critical takeaways from time in the leadership spotlight:

Self-awareness is crucial: Leaders must continually assess how they are perceived by others, understanding that every action can influence their team’s morale and performance.Leadership requires intentionality: Effective leadership is not about accidental successes but about making deliberate choices that align with clear objectives and values.Continuous improvement is essential: Leaders should embrace the journey of personal and professional growth, always seeking to enhance their skills and understanding of their role.Realizations propel growth: Sometimes, a simple yet profound realization can pivot a leader’s approach, leading to significant personal and professional development.reflecting on YOUR approach LEADERSHIP

And if this story has you inspecting your personal leadership approach instead of your fingernails or the ceiling tiles, consider these questions for an even deeper evaluation.

How has your perception of yourself as a leader changed in light of understanding how others—your team, peers, and superiors—view and respond to your actions and leadership style?What intentional changes have you implemented in your leadership practices over the past year to positively influence and respond to the constant observation from your team?

What about you — what do you find most difficult about working in the leadership spotlight? What are your best ideas for managing the constant scrutiny? What leadership takeaways have you uncovered? I would love to hear your thoughts on this.

Retaining Top Talent: 1 Big Lesson From Losing a Top Employee

Does your organization struggle with retaining top talent? Here’s a story that underscores the urgency of the matter…

I’m talking one-on-one with someone who just quit their executive-level job. You may be wondering, “Where or what company did they go to, Alyson?”

Well before I spill the tea (ha!), let me tell you the story…

The company John worked for was being acquired by ABC (fake name). ABC understood the value John brought to the company—his skills were unmatched—and wanted his commitment and loyalty in the future as two organizations became one.

Before John finished his two weeks’ notice, I was able to gather even more details about the entire situation.

Long story short…

John said, “Alyson, they offered to compensate me HANDSOMELY in multiple ways if I stayed with the company and kept doing my current job. They appreciated my work, my technical skills, and the intangible leadership value I brought to the table. They kept adding incentives to the offer to get me to stay, especially after I turned in my resignation. You could say they wanted the right person (me) on the bus and in the right seat (my position) as they navigated the acquisition and transformed the organization.

The challenge was that they were asking me to do the same work for the next 5 years. For some, that was a promise of security, but for me, that was a death sentence.

John went on to tell me he deeply appreciated the gesture, but the thought of doing the same thing throughout the foreseeable future would be much more painful than anything dollars and cents could outweigh. “So, Alyson, I quit.”, John said.

Engaging and Retaining Top Talent: The Lesson from John’s Departure

In an era where job security and hefty compensation packages are highly prized, the story of “John” is a potent reminder of what truly motivates our workforce. For some, a long-term promise of stability and financial reward is the zenith of career success.

Yet, for others like John, such an assurance feels like an immutable shack, hindering personal growth and stifling the vibrancy of professional ambition. The takeaway is clear – retaining top talent goes beyond monetary incentives; it requires a deeper understanding of individual definitions of success.

The Conundrum of Comfort vs. Challenge

As leaders, it’s tempting to believe that a generous salary and a comprehensive benefits package are the ultimate tools for retention. John’s case, however, paints a different picture. The company he worked for, “ABC”, recognized John’s invaluable contributions and made a robust effort to keep him aboard amidst an organizational transition.

Despite their best efforts, they missed the mark. John sought evolution, not just remuneration. This punctuates the critical difference between comfort and challenge. To keep our best talent, we must foster an environment that promises not just safety but also the opportunity for continuous personal and professional development.

Understanding Individual Ambitions

The lesson from John’s departure is simple yet profound: to engage and retain top talent, leaders must discern and align with their team members’ aspirations. Regularly opening the dialogue to understand what success looks like for each person is vital.

Be it over the next year, or the next decade, the definition of fulfillment varies immensely across individuals. Some seek stability, while others crave the thrill of new challenges and the joy of learning.

By encouraging honest conversations about their current roles and desired career trajectories, we build a culture that’s not just about work but about growth and aspiration.

Creating a Culture of Transparency and Alignment

Fostering a culture where employees feel comfortable sharing their true career goals can be transformative. It allows leaders to align organizational needs with the personal ambitions of their team members. When a clear understanding of an employee’s aspirations is established, leaders can tailor opportunities and challenges that resonate on a personal level, thus amplifying loyalty and engagement.

If and when you uncover an employee’s true goals, it may be that the organization is not the long-term best fit for them. Don’t let that worry you! Instead, especially when considering the greatest team members, create a mutually agreed upon plan to help them continue to progress towards their goals while also bringing the absolute highest value to your organization while they’re still on the team. You have to ask yourself:

Would I rather earn the best performance from team members while they’re here, or am I okay with mediocre performance and them leaving anyway? I don’t know about you, but I’d intentionally choose the first option always.

Being Proactive in Retention Strategies

The story of John also highlights the importance of proactive thinking in talent retention and leadership. It’s not enough to react when a valued team member resigns; leaders need to be several steps ahead.

This means creating individualized professional development plans, offering varied career paths within the organization that the team member gets to heavily create themselves, and understanding the evolving definitions of the “American Dream” for their workforce.

By doing so, companies can avoid the costly process of finding and onboarding new talent, all while fostering a nurturing environment for their existing employees.

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Leading the New American Workforce

Great leaders understand that the key to an organization’s long-term success isn’t just the strength of its strategy or the robustness of its operations. It is, in fact, the ability to drive results with and through a team.

Being able to retain and cultivate top talent in a manner that aligns with their personal vision of success is not an option anymore, it’s a fundamental requirement for sustainable organizational success.

John may have left ABC, but he left behind an invaluable lesson – investing in understanding your team deeply is the cornerstone of exceptional leadership and, ultimately, organizational excellence.

It is imperative that we ask, listen, and strategically act based on what drives our employees, not just what we assume they value. Only then can we transition from good leadership to greatness, propelling our organizations forward with a committed and thriving workforce.

And in case you’re still wondering “Where did he go?” John is in the process of starting his own company now to ensure he never feels stifled in his personal and professional growth. John’s story is not unheard of these days. However, hope is not lost.

There are things leaders can do to increase top talent retention — we would be honored to show you how. Let’s connect.

Our News is Your GOOD News!!

On April 1, Joe Van Hooser is officially joining the Van Hooser Leadership team! While some might cringe at an April Fool’s start date, we COULD NOT BE HAPPIER!!!

Joe’s not just a new team member — he’s family! As Phil and Susan’s son, Joe has been connected to Van Hooser Associates, Inc. literally since day one.

For the last 5.5 years, his involvement, engagement, and commitment have deepened significantly as his wife, Alyson, has been bringing her unique energy and expertise to play in our leadership development work. It’s incredibly special to have the whole family — Phil, Susan, Alyson, and Joe — pushing in the same direction. But our excitement goes beyond our family circle — it’s BIG NEWS FOR YOU TOO!

Joe Van Hooser, COO, Van Hooser Associates

Joe’s track record of boosting efficiency and achieving excellence is notable. With deep experience spanning 15 years in manufacturing — including key leadership roles in the largest volume-producing bakery in North America — Joe brings a unique toolkit that includes:

Leading multi-million dollar projectsMastering SAP and spearheading full-plant conversionsConsulting and creating custom resource planning tools andLeading and coaching teams across plants on inventory best practices

Joe’s ready to bring this expertise to his new role as COO. He will ensure we execute on our promises to you — our clients — while exploring and expanding the depth and scope of resources we provide to help you lead yourself, your employees, and your organizations to new levels of success and significance.

We asked Joe what he is most excited about…

“Having been around Van Hooser Associates all my life, I know firsthand the value and effectiveness of the guiding leadership principles my dad and Alyson deliver. Now, to join in a formal, full-time role, I’m excited to honor that legacy while providing a new generation of leaders more unique insights and practical guidance to serve others successfully.”

If you want to help us welcome Joe to the team, connect with him on Linkedin or drop him an email at joe@vanhooser.com. 

This is just one more step Van Hooser Leadership is taking to create a better future for all of us! As we say…

“Same Team, Same Dream. Same Name, Same Game!” 

1 Big Benefit of Family-Like Work Culture

Have you ever experienced a workplace where the sense of ‘family’ among employees positively impacted the organization’s success? Do you think there is value in a family-like work culture? 

In a recent conversation, I asked an executive ” Why is your commitment level to the organization so deep?” Honestly, I expected the answer to relate to the mission or vision of the company. So I was surprised and curious when the reason for the executive’s growing commitment was not the mission or the job role, but instead their thriving organizational culture which focused on helping every employee feel like part of “the family.”

“It’s the people here. We’re truly like a family.”

The response led us to dig deeper into the impact of organizational culture on employee engagement and retention.

The Impact of AN Organization’s Culture

The executive’s perspective highlighted the extraordinary impact of a strong, family-like work culture. It emphasized the significance of building a work environment that fostered a sense of belonging, support, and togetherness. The essence of a family-like work culture created a compelling reason for their employees to remain and invest themselves fully in the organization.

“Even when we face challenges — we’re not going to check out on one another. We’re going to buckle down, get serious, and do whatever we have to do in order to make this work and continue to help the family grow.”

Employee Buy-in and Loyalty

From that statement of commitment, our conversation then turned to cultivating employee buy-in and loyalty. From this executive’s viewpoint, employee buy-in and loyalty have moved beyond the nature of the work itself. It is the family-like work culture that truly captures the hearts and minds of their employees — a major shift where the culture becomes the fundamental driver of employee commitment, rather than the appeal of the work or the impact on the community.

What are your thoughts on developing employee loyalty and buy-in through a strong organizational culture, rather than solely through the organization’s mission and impact on the community?

Cultivating a Family-Like Work Culture

The executive’s emphasis on the culture was a powerful reminder of the profound influence of organizational culture on employee satisfaction and retention. The idea of creating an environment where employees feel valued, supported, and appreciated reflects the nurturing atmosphere one would experience within a close-knit family. 

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Deepening Connections and Building Resilience 

But what happens when a team member departs and the family-like culture is disrupted? 

In those circumstances, it’s important to focus on strengthening the remaining team members. It’s essential to provide shared experiences. Whether this is achieved through team-building activities, group outings, or collaborative projects, bringing employees together to deepen their connections and build resilience is crucial. Additionally, encouraging open discussions about personal development and challenges can help establish stronger bonds among team members, enriching the family-like culture within the organization. 

Have you ever witnessed the departure of a key team member significantly impact the cohesion and performance of a group? How was it handled, and what were the results?

The insights shared in this conversation shed light on the infinite influence of organizational culture and family-like relationships within the workplace. By focusing on creating a sense of belonging, fostering strong relationships, and implementing strategies to strengthen the organizational bond, companies can create an environment where employees feel valued, supported, and motivated to contribute to the collective success of the “work family” and beyond.

What Would You Say? 

Do you believe that personal connections and shared experiences in the workplace contribute to a stronger, more engaged team?

In what ways do you think personal development and shared experiences outside of work can contribute to a more cohesive and engaged team dynamic?

Your insights are appreciated!

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