fumes

Personal climate change subtly undermines your decision-making, sending you into drift as you inhale your own fumes and enjoy the aroma.

Personal climate change subtly undermines your decision-making, sending you into drift as you inhale your own fumes and enjoy the aroma. Until you allow in the fresh air, you will think the increasingly toxic fumes are normal.

Decision-making was a hot conversation topic during last week’s leadership event at Antietam and Gettysburg. Union General McClellan habitually inflated confederate strength, which caused him to move with an abundance of caution and attack in the most risk-averse manner he could conceive. He lost an opportunity to win the war in September 1862, instead of presiding over the bloodiest day in American history.

Less than a year later, confederate general Lee invaded the Union again hoping to win a big victory and force the Union to sue for peace. The strategy relied on assumptions so flawed that even a big victory would have been inconsequential. Lee believe his army was invincible and attacked a larger Union force that occupied better terrain. After two days of bloody and inconclusive fighting, Lee ignored sensible advice from one of his subordinates and ordered the disastrous Pickett’s charge. The picture below is from the High Water Mark.

The high-water mark of the Confederacy or high tide of the Confederacy refers to an area on Cemetery Ridge near Gettysburg, Pennsylvania, marking the farthest point reached by Confederate forces during Pickett’s Charge on July 3, 1863.

We see the consequences of people becoming accustomed to their own fumes. People shout at one another from ideological silos. We elect idiots to Congress. Putin surrounds himself with sycophants who have a vested interest in pleasing the boss. He gets a green light from China, which is interested in seeing how the West reacts to the invasion of Ukraine as China set its crosshairs on Taiwan.

Former Afghan president Ashraf Ghani continued to believe that America would leave troops in the country until the final moments. When the scales finally fell from his eyes, he fled and left people to fend for themselves (Ukraine’s Zelensky is a welcome distinction). President Lincoln, by contrast, surrounded himself with people who thought differently than he did and would provide alternative views. Lincoln wrote the Emancipation Proclamation in July 1862 as part of his effort to reframe the war from preserving the Union to freedom versus slavery.

Secretary of State Seward counseled waiting. Union forces had suffered recent setbacks, and European powers considered recognizing the confederacy. Issuing the Proclamation in the wake of defeats would be seen as desperation at home and abroad. Lincoln accepted the logic and waited until after Lee’s invasion of Maryland had failed. The Emancipation Proclamation gained sufficient support at home and ended European considerations of confederacy recognition.

Action steps:

1. Get outside points of view from people who are willing to tell you hard truths. You might not always take their advice, but they will keep you breathing the fresh air.

2. Test your assumptions by asking yourself: “what must be true for this plan to work.” You’ll reveal implicit assumptions that you can evaluate for validity.

3. Participate in mastermind groups of like-minded people who help you stay true to your purpose, push you to be your best self, and remind you when your fumes start smelling too good.

Also – I invite you to join my online forum Chris Kolenda’s Sustainable Growth Mindset ®. I post unique thought leadership there nearly every day, using historical and world events to boost your imagination about growth and innovation. It’s free for you and you can sign up here.




Encourage

Put the metaphorical “elephant in the room” on the table

Encourage employees to resolve conflicts such as this:

“Hey boss, Hannah interrupted me and was rude to me during our team meeting,” said Paul. 

 As a leader, how do you proceed?

  1. Go directly to Hannah and ask her about the situation with a reprimand in your back pocket.
  2. Ask Paul what he did to make Hannah act like that.
  3. Give Paul the resources needed to address Hannah himself to resolve the issue.

We can all agree that option #3 is the ideal solution. Yes, it takes time, patience, resources, and, oftentimes, a change in behaviors and beliefs. Having the ability to have encourage tough conversations, however, can change the entire dynamic within your Team. When your employees have the wherewithal and confidence to take these conversations into their own hands your time is freed up to do more important things.

I am trying to develop this lesson with my own kids, ages 4,6, and 8. When they run from their conflict to tell on each other my first question is always, “Did you tell your sibling how their actions made you feel?” If they answer, “no,” then I send them back to the room to have a conversation with each other first. If that doesn’t resolve the situation, then we have a group conversation about what happened and how we can fix the situation in the future. Oftentimes, the tattletale is just as guilty.

Here’s the really important part. I explicitly lay out how we treat our family members and what the Colbert family norms/expectations are. I am building a strong foundation of the expected and appropriate rules of engagement. I am giving the kids the tools needed now so that in the future I won’t have to referee. Additionally, I am help and encourage them develop their own skills and confidence when dealing with conflict outside of our home.

Action Steps to Encourage your Team to work it out without you having to referee:

  1. Co-developed strong Team norms. If your people are part of the planning, they will take ownership and will be more likely to use the norms to steer the conversation in the right direction. Don’t stop there! You have to model how to use the norms. Before I start a meeting, I ask each person to pick a norm they want to stick to during the meeting. Oftentimes, people pick a norm counter to their current mood. For example, if someone is crabby, they pick the “stay positive” norm. This creates an immediate behavior shift, which benefits everyone at the meeting, and I don’t have to lift a finger. 
  2. Don’t shy away from difficult conversations—lead! You’re the leader, show your team how it’s done! Ask clarifying questions, don’t make rash assumptions, and always address inappropriate behaviorsdon’t tolerate bullies. Here are some great phrases/questions to steer the conversations: 
  • “Tell me more about what you mean by that.” 
  • “Can you please repeat what you just said?” Oftentimes people are too embarrassed to repeat a negative comment. You can then say, “If you’re too embarrassed to say it now, why did you say it in the first place?” Then point to the “staying positive” norm.
  • “Is this in line with our common purpose” or “Is this in line with our norms?”

  3. Give your Team the tools needed to address inappropriate behaviors. Share the above phrases/questions with your team. Role-play, if necessary. 

  4. Provide clear expectations. Make sure your Team understands that you do not tolerate negative behaviors and that you expect them to have the fortitude to address each other when something seems amiss.

It seems simple, but for some reason, we don’t often take the time to have these conversations. Why wait? Less drama and conflict improves productivity and overall joy. Encourage your team to be open to understanding others and having mutual respect in the workplace.

Laura Colbert Consulting Programs 

Lead Well: For Newly Promoted Leaders is an 8-week program that will help your newly promoted leaders thrive as they move from peer status to power status. Click here to download the one-pager. Are you a good fit for this program? SIGN UP NOW! Book a free 30-minute consultation with Laura to make sure this is the best fit for you. NEXT PROGRAM STARTS IN JUNE.

The Trusted Advisor Program is my most intensive 1-on-1 program. Within 90 days, you’ll gain habits that create breakthrough success. You get personalized coaching and support, relentless accountability, and commonsense action steps that get results.

 Additional Offerings: 

Join our central Wisconsin in-person or online Impactful Leadership Lunch. Join like-minded leaders during this monthly mastermind lunch group to improve your business efficiency, boost employee retention, and get you focused on doing what gives you joy.

Are you looking for a Keynote Speaker at your next event? I use my past experiences and knowledge to show you how to be the best version of yourself, surround yourself with the right people, and build highly productive teams. 

 Book:

Sirens: How to Pee Standing Up – An alarming memoir of combat and coming back home. This book depicts the time of war and its aftermath. It seamlessly bridges the civilian and military divide and offers clarity to moral injury and post-traumatic stress. 

consulting

Putin’s invasion of Ukraine shows that bullies don’t stop until they get punched in the mouth.

Various world leaders had coddled, supported, excused, and rationalized Putin’s aggressive actions, such as invading Georgia in 2008, seizing Crimea in 2014, condoning cyberattacks, and meddling in other countries elections. Sure, there was plenty of finger-wagging and grandstanding, but bullies don’t care about what you say or write. They only believe what you do.

Twenty years of quagmires in Afghanistan and Iraq and other military misadventures seem to have convinced Putin that a punch-drunk America and divided NATO would not impose high costs, so he turned his eyes on Ukraine. Quagmires have consequences beyond their economic costs, as I discuss in my latest book Zero-Sum Victory: What We’re Getting Wrong About War.

Like most competent bullies, Putin has created defenses against retaliation (amassing a substantial financial reserve) and made clear that he can respond in kind with even more significant pain on those who oppose him. Thus, current sanctions have not targeted Russian gas exports, full participation in the SWIFT banking system, or the properties and assets of Russian oligarchs in places like London and Miami. Western countries have sent only limited military supplies to Ukraine.

Bullies follow the grapefruit principle: they don’t stop until they believe that the juice is no longer worth the squeeze.


That reckoning could come sooner rather than later. Several sources in Poland say that the Ukrainians are punishing the Russian offensive heavily.


Who are the Putin’s in your company? Chances are they are the ones who get short-term results and have the highest employee turnover rates. Looking the other way or rationalizing (“he’s a jerk, but he gets results”) enables the behavior and damages to your company. Don’t try to fix employee turnover by dangling more carrots. Fire the people who are creating the problem.

Who are the Putin’s in your life? They are the ones telling you that you can’t achieve your dreams, that you won’t succeed as a solo practitioner, that you have to go with the flow (even dead fish go with the flow, BTW). These bullies are the success-shamers, trauma-dumpers, naysayers, mediocrats, and finger-wagging conformity scolds who tell you that every success is dumb luck and any setback is evidence that “you can’t do it.”   

What are you doing to replace your Putin’s with people who help you soar to new heights?

Exclusive Events

The next Antietam & Gettysburg exclusive event takes place March 15-18. This program is for seven leaders and consultants who want to turbocharge 2022 with innovations that move you from competitive to better and distinct. We use critical points on the battlefield to discuss decision-making, gaining buy-in, improving agency and initiative, and how to avoid getting high off the smell of your own gunpowder. We finish with an innovation workshop to develop action steps to gain decisive competitive advantages. There is one space left. Your investment (including food and lodging) is $4500 until February 21 and $5500 after that. Spouses or significant others welcome.

Growth Programs

The Innovation Mindset. Predictable unpredictability is a new reality. How will you help your clients thrive? The Innovation Mindset is an 8-week mastermind that begins in early April. I’ll train you on the use of my powerful visual models, which we will use to examine the most important 2022 trends so that you can provide clear and compelling thought leadership to frame issues and improve decision-making. Each week, the group meets for 90-minutes to develop unique intellectual property that sets you apart from the pack (who’s always swinging behind the pitch) and gives you significant competitive advantages in serving your clients. Your investment will pay for itself in a single sale. I’m limiting the group to 8; the fee is $5500.

The Trusted Adviser Program is my most intensive 1-on-1 program. Within 90 days, you’ll gain sustainable habits that create breakthrough success. You get personalized coaching and support, strict accountability, and commonsense action steps that get results so that you reach your goals more quickly and consistently. Soar to new heights here.

CEO Mastermind group
 is for Milwaukee-area small business leaders and consultants who want to accelerate their growth in 2022. We meet monthly for lunch, and you get unlimited access to me for coaching and advising. I’m limiting the group to 8. Four places are remaining. Reply to me for more details.

Russia

No one wants to work with you if you don’t put others first.

Russia

Stop using archaic methods to influence others

Russia’s insane bombardment is foolish and unsound. Putin thinks it will work for him. That’s the bully MO—keep up the threats until someone fights back. It’s the same at work and school. You’ve dealt with that before. To the bully, the coercion is rational as long as they get their way. Putin and his allies are bullies pushing their narcissistic, egotistical agendas at the cost of innocent lives. They are destroying history and civilization for control, power, money, and greed. It needs to stop. They are smelling their own fumes and executing the cliché of doing the same thing over and over again and expecting different results.

Civility— the act of perspective-taking, acceptance, problem-solving, and empathy—needs to rise in the ranks and beat the foolishness of using death and destruction to influence others. It is devastating how quickly we forget the lessons learned from past wars. While we’re still honoring our comrades who gave the ultimate sacrifice from the various wars on terrorism, Putin seems to have forgotten their debacle in Afghanistan, and he’s willing to sacrifice his citizens for his own gain.

To many of us, this tragedy is out of our locus of control. Perhaps, though, on some minor level, we can influence decisions or assist in cutting Russia off. Thankfully, we all have the power to support our troops who will once again go into harm’s way to fight for the greater good.  

No matter what, we can positively influence those around us. We can be leaders that today’s generations need. Our job is to rise up against bullies and be the empathetic leaders that prioritize our people who willingly contribute their best.

What can we take away from this tragedy:

  • Don’t be like Russia. Stop using archaic methods to influence others. Instead, practice civility and compassion.
  • Prioritize people, not your ego and purse strings. No one wants to work with you if you don’t put others first.
  • We need to hold ourselves and others accountable to do the right thing the right way. Integrity and character can eliminate tragedy and trauma within the workplace.

Laura Colbert Consulting Programs

Lead Well: For Newly Promoted Leaders is an 8-week program that will help your newly promoted leaders thrive as they move from peer status to power status. Click here to download the one-pager. Are you a good fit for this program? SIGN UP NOW! Book a free 30-minute consultation with Laura to make sure this is the best fit for you. NEXT PROGRAM STARTS IN JUNE.
The Trusted Advisor Program is my most intensive 1-on-1 program. Within 90 days, you’ll gain habits that create breakthrough success. You get personalized coaching and support, relentless accountability, and commonsense action steps that get results.

Additional Offerings

Join our central Wisconsin in-person or online Impactful Leadership Lunch. Join like-minded leaders during this monthly mastermind lunch group to improve your business efficiency, boost employee retention, and get you focused on doing what gives you joy.

Are you looking for a Keynote Speaker at your next event? I use my past experiences and knowledge to show you how to be the best version of yourself, surround yourself with the right people, and build highly productive teams.

Book:

Sirens: How to Pee Standing Up – An alarming memoir of combat and coming back home. This book depicts the time of war and its aftermath. It seamlessly bridges the civilian and military divide and offers clarity to moral injury and post-traumatic stress.


[email protected]

Get this newsletter delivered to your inbox. Click Here.

Sign up for a free quick coaching session here to see if we’re a good fit.

Ditch the fear-driven accountability and move into a more hands-off approach with clear expectations.

Crucial conversations with your boss…, evaluation of an underperforming employee…, performance reviews that are behind schedule…

How’s your heart rate right about now? Chances are, these ideas do not fill you with joy or excitement. Accountability has turned into an ugly word associated with anxiety and paperwork. 

What happens when you get accountability right? It turns into a workplace filled with high trust, is purpose-focused, and disciplined. Your Team focuses on growth, commitment, fairness, and consistency. With high levels of accountability, you will set your Team up for success and they will want to contribute their best willingly. 

According to my article on strengths, positive attention is 30 times more effective than negative attention. How are you highlighting things going well and learning from mistakes? As a leader, your job is to take responsibility for pitfalls and give your Team credit when things go well.

What does your accountability look like?

Actions steps to get accountability right in your workplace:

  1. Move towards eyes-on, hands-off: If you maintain a hands-on leadership style, you’re the limiting factor when it comes to your Team’s growth. Find ways to delegate and step away from the details so that your Team can move up and out without your permission every step of the way.
  • Create mutual expectations with your Team: You always want demonstrated behavior > expected behavior. Use this weekly check-in to keep you and your Team aligned with priorities and expectations making accountability an asset while keeping your heart rate normal.
  • Give your Team a sense of Agency: Everyone does better when they feel like they have control. Employees want agency, and oftentimes you want to give them agency. You can do this by explaining the “what” and “why” and leave the “how” to them. With clear expectations, this is a win-win.

Laura Colbert Consulting Programs 

The Trusted Advisor Program is my most intensive 1-on-1 program. Within 90 days, you’ll gain habits that create breakthrough success. You get personalized coaching and support, relentless accountability, and commonsense action steps that get results. Additional Offerings: 

Join our central Wisconsin in-person or online Impactful Leadership Lunch. Join like-minded leaders during this monthly mastermind lunch group to improve your business efficiency, boost employee retention, and get you focused on doing what gives you joy.

Are you looking for a Keynote Speaker at your next event? I use my past experiences and knowledge to show you how to be the best version of yourself, surround yourself with the right people, and build highly productive teams. 

Book:

Sirens: How to Pee Standing Up – An alarming memoir of combat and coming back home. This book depicts the time of war and its aftermath. It seamlessly bridges the civilian and military divide and offers clarity to moral injury and post-traumatic stress. 

[email protected]

Get this newsletter delivered to your inbox. Click Here.

Sign up for a free quick coaching session here to see if we’re a good fit.

consulting

Physical diversity is what you can see; cognitive and experiential are below the waterline.

diversity

I am proud of President Biden for announcing that he will nominate a Black woman for the Supreme Court (he torpedoed President George W. Bush’s 2003 effort to appoint a Black woman). Organizations tend to be more legitimate when they reflect the demographics of the communities they serve, and there are plenty of Black women who will be superb justices in America’s highest court.

I hope he picks a truly diverse candidate — one from outside the Ivy League bubble. Diversity is more than skin deep. Physical diversity is only one element of a powerful triad. Like an iceberg, physical diversity is what you can see; cognitive and experiential are below the waterline.

People’s hardwiring affects how they lead organizations, solve problems, and deal with risk

The PROM archetypes(TM) illustrate the differences.

Like Malcolm X and General George Patton, Pioneers are tactical innovators who rally people behind new ideas and changes. 

Reconcilers (like Abraham Lincoln and Dwight Eisenhower) manage consensus and keep people on board. 

Operators (George Washington and Indra Nooyi, for example) make the trains run on time and get things done – like Steve Jobs and Alexander Hamilton.

Mavericks are your strategic innovators who solve complex, wicked problems. (Get your PROM Archetype here).

Many large organizations show the dangers of homogeneity. The military and government, for instance, love detail-oriented people and tend to resist idea-centric people. By the time a year-group reaches senior ranks, most of the Pioneers and Mavericks have gotten drummed out or left in frustration, leaving a disproportionate number of Reconcilers and Operators. The latter self-perpetuate by selecting and promoting people who think and act like them, a problem called affinity bias. Poor strategic innovation in recent wars shows the consequences of poor cognitive diversity.

Personal experiences matter

John McWhorter shows that socio-economic circumstances are far more potent in shaping perspectives than race or gender. People tend to share worldviews with people raised and educated in similar situations. Veterans who’ve experienced intense combat have points of view different from citizens who have not. If you’ve fought your way from poverty to the middle class, you are likely to have different outlooks than colleagues who’ve been middle-class suburbanites their whole lives.

When making policies or strategies that affect people of varying circumstances, these perspectives matter. Ideas that seem sound within an elite bubble can come across as condescending or ham-fisted to those outside of it. Some progressives cannot fathom why people view “woke” as revenge racism that’s ripping society apart. Even San Franciscans seem to have had enough, recalling three uber-woke school board members. At the same time, some conservatives don’t get the outrage after calling the January 6th riot legitimate political discourse. They cannot seem to resist stepping on the 2020 election rake. Experiential diversity helps you avoid inhaling your own gas.

It’s time to get beyond the view that diversity only involves chromosomes. Leaders like you perform best when people among all parts of the diversity triad work together toward the common good.

What’s the next step in building your diversity triad?

Building your Chest – Exclusive Events

The next Antietam & Gettysburg exclusive event takes place March 15-18. This program is for seven leaders and consultants who want to turbocharge 2022 with innovations that move you from competitive to better and distinct. We use critical points on the battlefield to discuss decision-making, gaining buy-in, improving agency and initiative, and how to avoid getting high off the smell of your own gunpowder. We finish with an innovation workshop to develop action steps to gain decisive competitive advantages. There is one space left. Your investment (including food and lodging) is $4500 until February 21 and $5500 after that. Spouses or significant others welcome.

The Hudson Valley in the Revolution (July 27-30) focuses on people-centric innovation. We’ll travel to Fort Ticonderoga on beautiful Lake Champlain, the famous Saratoga battlefield, the majestic garrison at West Point, and the Stony Point battlefield. Most threats to an organization’s success come from within, and this challenge was true for the Continental Army. We’ll use the history to discuss practical ways to address toxic workplace behaviors, engage and retain your top talent, inspire people to contribute their best to your team’s success, and many others. You’ll build new thought leadership that will be game-changers for your clients and employees.









science

As COVID-19 migrates from pandemic to endemic, our experience with the virus shows that following “the Science” leads to bad decisions.

“I’m not getting the vaccine,” a rando revealed to me on Thursday outside a Las Vegas hotel, “The Science says that too many people die from it.”

As COVID migrates from pandemic to endemic, our experience with the virus shows that following “the Science” leads to bad decisions. “The Science” differs from science, which is a discipline focused on accurate understanding. “The Science” interprets data that meets a particular worldview. It’s a religion.

At one time, “The Science” insisted that the earth was the center of the universe. Celestial prediction, however, remained elusive, so “scientists” (usually clerics) invented epicycles to explain variance. Still, the geocentric view never quite worked. Galileo showed that placing the sun at the center with the earth in orbit solved problems. In today’s vernacular, Galileo was canceled by the elect.

The COVID experience was more problematic because leaders without chests in government and business outsourced decision-making to narrow-minded experts who prioritized stopping the virus — a fantasy — to the exclusion of other considerations. Leaders celebrated the experts who provided assessments that conformed to their worldview and dismissed disconfirming studies. Education for the poorest children, health care, mental health, personal and social well-being, trust in leaders and fellow citizens, and many other common goods, suffered.

The New York Times shows that vaccine skepticism is widespread in America and correlates strongly with political polarization.

If you are vaccinated and boosted, your chances of dying from COVID are about one in a million, which is ten times less than being vaporized by lightning. Like my serial interrupter in Las Vegas, vaccine skeptics on the right are more afraid of being killed by the vaccine (about 1 in 30 million) than the virus. They are the ones filling hospital beds and unnecessarily overloading the healthcare system.

Nearly fifty percent of vaccinated Democrats under age fifty, meanwhile, fear that they will get very or somewhat ill from COVID, as compared to twenty-six percent of vaccinated Republicans in the same age group. Overall, 41 percent of vaccinated Democrats believe that they will get seriously ill from COVID even though the probability is infinitesimal. Many of them stay locked in their homes, obsessing over worry-porn, living in fear that everyone around them is a virus-wielding killer, and looking at you with finger-wagging scorn when you are outside without a mask. 100 times more vaccinated and boosted people will die from electrocution (1 in 13,394) and sharp objects (1 in 29,334) — probably in the safety of their homes.

President Harry Truman famously said that the buck stops here. He was the one responsible for weighing risks and opportunities and doing what he thought was best for the country. Leaders like Washington, Lincoln, Grant, and Eisenhower were famous for insisting on hearing alternative views before making decisions. This practice helped them avoid getting trapped in echo chambers that self-serving lieutenants tend to create.

What has become “The Science” in your business? What’s your process to make objective assessments and avoid inhaling your own gas?

Building your Chest

The next Antietam & Gettysburg exclusive event takes place March 15-18. This program is for seven leaders and consultants who want to turbocharge 2022 with innovations that move you from competitive to better and distinct. We use critical points on the battlefield to discuss decision-making, gaining buy-in, improving agency and initiative, and how to avoid getting high off the smell of your own gunpowder. We finish with an innovation workshop to develop action steps to gain decisive competitive advantages. There is one space left. Your investment (including food and lodging) is $4500 until February 21 and $5500 after that. Spouses or significant others welcome.

The Hudson Valley in the Revolution (July 27-30) focuses on people-centric innovation. We’ll travel to Fort Ticonderoga on beautiful Lake Champlain, the famous Saratoga battlefield, the majestic garrison at West Point, and the Stony Point battlefield. Most threats to an organization’s success come from within, and this challenge was true for the Continental Army. We’ll use the history to discuss practical ways to address toxic workplace behaviors, engage and retain your top talent, inspire people to contribute their best to your team’s success, and many others. You’ll build new thought leadership that will be game-changers for your clients and employees.



benevolence

A robust culture and foundational trust cannot exist without benevolence.

When preparing for a 1:1 meeting with a Team member, I felt my stress levels heighten as I searched for ways to preserve my sense of self and uphold my integrity. I put a smile on my face even though I knew this person would dig for gossip and potentially twist anything I said into a “sky-is-falling” dramatic sentiment. Often, this person had a way of exposing my vulnerabilities. I replayed our conversations over and over to make sure that I didn’t say or do anything that this person could use against me in the future. I spent way too much mental capacity planning and debriefing after meeting with this individual.

This relationship was the opposite of benevolence. I was not confident that this individual had my best interest at heart.

Benevolence means we are not using mental and emotional energy worrying about the other individuals in our Team. It means that we will practice mutual kindness and have well-meaning intentions with our words and actions. A benevolent workplace equates to a trusting culture. Simply put, a workplace will turn toxic without benevolence.

If you lay a strong foundation of benevolence and your Team buys in, imagine how much less time people have to worry about looking behind their backs. Now your team can look forward and move your company to greater heights.

As a leader, how are you cultivating benevolence?

Actions steps to boost benevolence in your workplace:

  • Ensure a mutual attitude of well-meaning intentions: If you have to explicitly tell someone on your Team that your sentiments come from a place of respect and kindness, then do it. If something doesn’t come across as well-meaning, you can ask, “please help me to understand what you mean by that.” Don’t build up negative assumptions about the interaction. Stewing in anger and resentment does not build strong teams
  • Eliminate exposure of others’ weaknesses: If someone on your Team is struggling, have a 1:1 with them—don’t call them out in front of their peers. If you see this happen, stop it immediately. What you permit, you promote. Don’t be a boss who lets toxic behavior occur under your nose. Only bullies exploit the weak. Build your Team up instead of tearing them down.
  • Talk to your Team about benevolence: Explain to your Team that you would rather they spend their time on productivity, efficiency, and finding joy in their job than worrying about if they said or did the wrong thing during yesterday’s meeting. Ask them to be forward-focused and put their mental capacities toward constructive and innovative ideas.

Laura Colbert Consulting Programs

  • The Trusted Advisor Program is my most intensive 1-on-1 program. Within 90 days, you’ll gain habits that create breakthrough success. You get personalized coaching and support, relentless accountability, and commonsense action steps that get results.

Additional Offerings:
Join our central Wisconsin in-person or online Impactful Leadership Lunch. Join like-minded leaders during this monthly mastermind lunch group to improve your business efficiency, boost employee retention, and get you focused on doing what gives you joy.

Are you looking for a Keynote Speaker at your next event? I use my past experiences and knowledge to show you how to be the best version of yourself, surround yourself with the right people, and build highly productive teams.

Book:
Sirens: How to Pee Standing Up – An alarming memoir of combat and coming back home. This book depicts the time of war and its aftermath. It seamlessly bridges the civilian and military divide and offers clarity to moral injury and post-traumatic stress.

[email protected]

Get this newsletter delivered to your inbox. Click Here.

Sign up for a free quick coaching session here to see if we’re a good fit.

Imagine the candid conversations you can have where you focus on the employee, and the team.

Okay, leaders, you are wrapping another year. It was a challenging year filled with hybrid work adaptation, vaccinate or not, economic uncertainty, the great resignation, and the continued fight for social justice. With that backdrop, how do you feel? How does your Team feel? Was it a successful year for you, for your Team?

This is a common time for periodic or annual counseling. What do you have to say to your individual Team members? Is it the same old stuff about how they performed against company attributes? A few lines about their potential? When you look in the mirror, what do you say to you? Are your affinities and skills aligned? Christopher Kolenda, Ph.D., and Strategic Leaders Academy created a simple yet powerful way to look at your employees and yourself and so that you can raise the level of those important conversations.

As the quad chart shows, you have affinity on the north-south axis and skills on the east-west axis.

The resultant quads tell you and the employee where they are on affinity/skills alignment. During their counseling session, use this quad chart to show your employee how you view their performance. Then ask them how they feel and watch the realization set in. 

– Mismatch (Low skills, low affinity) – those in this quad may be in the wrong job. The chances are that they are struggling with the work, and if you ask them, they do not enjoy the work. Ask them difficult questions about how they feel.

– Burnout (High skills, low affinity) – high performers who do great work but are not happy. They can make things work for a short period but know that they are likely looking for something else. If you don’t address misalignment, disruptive behavior can manifest itself. Job and company satisfaction is waning.

– Growth (High affinity, low skills) – great attitude, enjoys the work but needs more experience. You can see and feel their excitement about their work. They will do what it takes to get the job done. Focus on their growth and development. 

– Empowered (High affinity, high skills) – great attitude, enjoys the work, and good at what they do. Has the experience and enjoys the confidence of others. The alignment of affinity and skills taps into their superpowers.

On two recent occasions, leaders I know used this approach to help them begin the difficult conversation of reorienting employees to other career choices. While difficult at first, the employees felt a burden was lifted, and they eventually appreciated their new direction and the leader’s honesty. The opposite is also true where you can boost an employee’s confidence and commitment as you discuss their good work and great potential.


Imagine the candid conversations you can have where you focus on the employee. Your self-assessment may be quite revealing too. Are you ready? 

Leading the Middle -2021 – A year in Reflection

Thank you for connecting, sharing your perspectives, thoughts, and experiences. I learned more about leadership, people, and myself than I ever expected. I am filled with gratitude because of you and the experience. I am especially grateful to my friend Aaron who passed earlier this year. I will treasure the lessons from the Bloody Knuckles Garage, his humanness, and grace. As I wrap up the year, I am sharing a few of my favorite words, phrases, and ideas that you gifted to me.

Be more elephant and less hippo

The Mid-Leader Six
As goes the middle, so goes the organization.
Would you follow you?
The Unknowing Mentor
What did your habits do for you today? LEADER
Seek first to understand before being understood.
Tap into the superpowers of your Team.
Your attitude, not your aptitude, will determine your altitude.
People are not on the Team; they are the Team.
They follow you not because they have to but because they want to.
So That…
Create that Friday feeling.
Wisdom is doing now what you will be happy with later.
Like weeds, you have to manage or prune away toxic behaviors.
Talking at the speed of trust.
Find your gratitude.
The power of the pause.
People are your purpose.

Page through my posts if you would like a refresher on any or reach out to me. What was your favorite? Feel free to print and post the word art. Take care of people and take care of yourself.