Feb 2, 2026
I’ve got a deadline.
Ever have a distinct deadline? The time when we had to complete something targeted by a certain date in a week or month. Even writing this, I typically must get my blog article done by the last day of the month, so that the marketing team can post it on the first Monday of the next month.
The word ‘Deadline’ seems overtly harsh. If you look at the origin of the word, it makes sense. It originated during the American Civil War, specifically at the infamous confederate Andersonville prison. You see, there was a boundary line that wrapped around the prison camp…part literal, part figurative…and if any prisoner crossed over that line, they would be shot. Hence, the “dead line”.
Therefore, it is no wonder why there can be perceived unease and anxiety associated with getting close to any deadline. It can even spark fear of not making the date. We can ‘sweat’ getting things done with a deadline, by a deadline, under a deadline, or past a deadline.
Does every plan require a deadline?
If we are discussing certain specific projects or initiatives, then yes. Some plans have fixed, rigid deadlines with exact structure, time-sensitivity, or potential expectations from others or for others. Some do not. In fact, some of the most common this time of year are personal goals or self-directed goals that involve more flexible or ongoing plans without being bound by hard, unchangeable deadlines.
So, maybe the better question is “What’s the why behind my plan?”
Because whether our plan has a deadline or not, every plan starts with a reason for being. And any proposed deadline plays a part in that bigger purpose. Most plans do not require a deadline, but every plan must have a purpose.
Plans require what exactly?
Well, as aforementioned, a purpose is critical. From there, it depends on the path between where we are and where we want to go. Said another way, a desired strategic outcome (plan) will always be dictated by relative tactical means (situational and improvisational responses). The military has a name for this, Commander’s Intent. The simple meaning is that the desired objective never changes, however the means to achieve it will always be dependent on the current circumstances. In other words, plans will change based on what the leader sees in real time and as the battle variables unfold.
Plans are great until after you start.
Let’s add another consideration to Commander’s Intent. I have written about preparation before and alluded to the necessity of having a plan. I have touched on various things that go into a plan. I always recall these two quotes about plans. One from Dwight D. Eisenhower, “Plans are worthless, but planning is everything.” And the other from Mike Tyson, “Everyone has a plan until they get punched in the face.” Either one…they suggest planning is key, until you get into the thick of it. Plans become worthless once the unknown and adversity hits, and true success comes from the ability to adapt to unexpected challenges in real-time.
So, let’s be real, if you have a plan in place with a firm deadline in mind, or it’s a fluid and adaptable idea, how will you know you are there? Are you at a place you need or want to be? Obviously, having met a deadline means we met the time requirement. That is good. But what about everything else that makes up the purpose, plan, and performance? Sometimes, our mindset outpaces time and deadlines.
I wonder what was going on in the mind of the union soldier in 1864. “I understand what can happen if I cross the dead line. But the bigger thing for me is… I’m stuck in a prison camp.”
If you’re interested in creating a plan, consider the following questions.
- Reflect on a recent plan. Make note of all the components. How did it go?
- Think of a current plan – either being made or already made – Why that plan?
- What are all the ingredients for this plan?
- What is essential to complete this plan?
- Who else is involved? What and how do they contribute?
- In what ways will you track/measure progress and success?
- How will you know you have fully moved from “to-do” to “done”?
- How much time do you “really” give yourself to achieve the goal? What’s your deadline?
Want to read more? Read our other Blog Posts!
Jan 2, 2026
New Year, New Me.
Every year, I believe, we wake up embracing a New Year, and then immediately think it’s a start over. Clean slate. Fresh start. Square one. Blank page. Maybe even new beginning, or new ending for that matter. Yeah, it’s new. But every day represents new opportunity to do something extraordinary. The thing is, it doesn’t take a December 31st and January 1st to provoke some magical pivot. We carry all our past, current, and future into 12:01 A.M.
As far as the calendar year goes, we do step into a brand-new year. And it may very well be a time when we reflect on the past twelve months and consider what to do next; be it different, more of the same, amplification, and maybe even a complete 180. It is also a time when we may seek some insight and advice from others as we consider our plan for the year ahead.
A good time for advice.
I recently received a subscribed email from one of my favorite thought leaders, Dan Pink. In it, he highlighted his take on some bad advice. In his vlog, Life Advice That Sounds Good, But That Will Destroy You, he shared five common pieces of advice we often get from others and his reasoning why they are not good for us. I figure now is a very good time to contemplate their meaning and intention as we make potential resolutions or commitments to get “better” in 2026.
You can be anything you want to be.
Think about this one. Can you really be “anything”? Pink suggests, “Try lots of stuff. Experiment. Play around with different skills, subjects, and areas. By all means, pursue your dreams. If you’re both open-minded and hard-headed, though, you’ll learn you can’t be anything. But you can become really good at a few things.” Bottom line, I would worry less about being or doing anything and just focus on where you already have skills and abilities.
It’s not what you know, it’s who you know.
I remember starting my consulting career and a “mentor” telling me how the critical part of starting a business is the importance of networking. And I don’t disagree with the power and influence of working it. I also came to realize if what we do isn’t creating any impact, no one will be interested. Pink shares, “Who you know is the byproduct, not the strategy. The real strategy is what you do. If you do excellent work, if you keep your promises, if you treat people well, the right people will usually find their way into your orbit. So, don’t waste time collecting contacts like Pokémon cards. Waste them getting good at something real. Because when you do, the who you know part often takes care of itself.” Just get good at what you do. The networking connection will naturally follow.
Follow your passion.
All the “motivational gurus” say that “Do what you love, and you will never work a day in your life”. I agree and don’t. I believe you will have a sense of joy and fulfillment, and still work, and it won’t always be easy-peasy. Pink’s call to action is “Forget about following your passion. Instead, watch what you do, find a torture you can tolerate, and discover what you can contribute to the world.” I would add, passion and purpose may not always be obvious, clear, or easily discerned. It may take trial, effort, and time. So, make it about the journey and not the destination. Keep following your curiosity and intuition, your passion will show up.
Make a plan and follow it.
Not a bad idea. Except I wonder how many of you have started with a plan only to quickly realize it needed to change as soon as you started. Pink states, “When we look at people who’ve achieved, who’ve gone from one point on the success chart to a much higher point on the success chart, we think the path there was smooth and carefully planned. But in almost every case…they revised and experimented their way to becoming great.” Simply put, embrace the goal and then accept that the ways and means to achieve the goal will always change. Know the ‘why’ and the ‘how’ will follow.
Always be positive.
Pink tells us, “We want to be positive most of the time. And yet, we shouldn’t always be positive. Negative emotions are instructive. They clarify the world, teach important lessons. Frustration nudges us to figure out alternative paths forward. Regret helps us learn from our mistakes and do better next time.” I contend positivity should never be exclusive of negativity and vice versa. We need both and in varying degrees at different times. Because leveraging both helps us to achieve more. And isn’t that what we do as we step out of one year and into the next. We bring both together to move forward. Advice and Correction.
Listen to advice and accept correction, in the end, you will be wise.
This is a popular paraphrase of the biblical verse Proverbs 19:20, emphasizing that embracing guidance and discipline leads to wisdom. And isn’t that the way we want to step into the new year – with a little wisdom. Wisdom comes from our reflection. We seek insight, ideas, and inspiration into who we are striving to be, what we need to do, and how we move forward. And it comes from experience. We also consider the discernment required in the change, flexibility, perseverance, and acceptance that follows.
The wisdom found in the resolutions and commitments isn’t born of the aspirations. It’s realized in knowing what we do and doing what we know. So, my advice, enjoy the journey. Happy New Year!
If you’re interested in reflecting on the year and finishing strong, consider the following questions.
- Asking this again from last month, how would you assess your year in review?
- Consider the gap between where you’ve been and where you want to go, what’s the most obvious next step?
- What are you already good at and could take a bit further?
- Where do you find passion? What things bring you joy?
- How do you construct plans? What do you typically do when those plans change?
- In what ways do you leverage your positivity? And negativity?
- How would rate your adaptability?
- Who has given you “good advice”, what was it, and how did you do with it?
Want to learn more? Read our other Blog Posts!
Dec 1, 2025
Are we there yet?
The last month of the year is naturally a time to consider the year in review. Think about all the ideas and aspirations at the beginning. Maybe we made specific resolutions. Maybe we had a thing we wanted to build out and see through to the end. Maybe it was something we adjusted and had to flex because the projected outcome wasn’t what we thought. Maybe it was an issue or challenge that popped up out of nowhere. Maybe we thought it, did it, and it was awesome.
Regardless of what it was, or is, or could yet be, there comes a time when we assess our progress. We analyze what it’s been like, what’s happened, and what it’s like now. Have we kept to our goals and objectives? If so, how has it turned out? If not, what have we learned?
Time for reflection.
A year-end reflection is a process of looking back at the past year to evaluate accomplishments, challenges, and lessons learned, which helps us to understand ourselves better. It makes sense of our experiences by reviewing what went well and what didn’t, identifying key relationships, and recognizing areas for improvement. It guides us toward our goals for the future, even if they are immediate and a couple of weeks or so away from being realized.
Here’s something you and I can do. Make a list of all the things from the start; all the things we wanted to accomplish. Create a list with columns like initial thoughts, those involved, milestones, obstacles, outcomes, and what remains. Contemplate what we thought would happen and what actually did happen, and the gaps in-between. That’s where the real learning resides…in the gaps. Own the gaps and then make the decisions in moving forward.
Starting strong is good. Finishing strong is epic.
Robin Sharma shared that. Simply put, it’s not how we start, it’s how we finish. Because let’s be real, we all have great intentions in the beginning. The real impact is what we do as we continue to do our best with what we are given. Life is like a box of chocolates – we don’t know what we’re going to get. We respond accordingly and keep moving forward with every choice we make.
The past is gone, and the future has not yet happened, so the only moment that truly exists and is within our control is the present moment. Maybe that’s the secret sauce when we’re in the last month – that it’s doesn’t matter if we’ve met, failed to meet or even exceeded our goals and objectives from the year. What really matters is that we are fully, intentionally, and joyfully doing the best we can in the present moment.
The past does not have to play a part in the future.
Clearly the past will indicate where we’ve been, but it doesn’t have to dictate where we go next. And I wholeheartedly believe that is the critical part in finishing strong. As Carl Jung said, “We are not what has happened to us. We are what we choose to become.” It suggests that while our history is a part of who we are, especially in what has transpired in the past year, our future is determined by the conscious decisions we make to start, stop, continue, change, and grow forward right here, right now.
If you’re interested in reflecting on the year and finishing strong, consider the following questions.
- How would you assess your year in review?
- What represented your achievements and your failures? What did you learn from each?
- What changed? What stayed the same?
- Who benefited from your collaboration?
- How did you respond to adversity, chaos, and disruption?
- What specific things could you have done more of and less of?
- If you had to do the year over again, what would you do differently?
- And if someone watched your year in review, what would they have seen and said?
Want to learn more? Read our other Blog Posts!
Nov 3, 2025
Energy Is an Exhaustible Resource: How to Maintain Energy During the Retail Rush
It’s often said that energy is like raw material; it’s exhaustible. “The more you use, the less you have.” In contrast, “Knowledge is a growing resource, the more you use, the more you have”.
Both ideas are at play during the busy, high-pressure retail sales season. While energy depletion is something every associate feels, the power of accumulated knowledge is often underappreciated and less discussed. During Q4, every fast-paced interaction, every customer conversation, and every creative solution you provide builds valuable experience, and that’s knowledge that fuels growth.
Energy, on the other hand, is what drives performance in retail. It is top of mind and on everyone’s radar throughout each day of the holiday season. Its focus seems mathematical. Knowledge is about addition, and energy is about subtraction. The reality is that when it comes to energy, enthusiasm, or any other variety of words like zeal, gusto, vigor, spiritedness, oomph, snap, and moxie; there’s only so much in the tank, and an empty tank affects everything.
Think of Energy as the Lifeblood of Retail
Energy is more than a physical resource; it’s the lifeblood of retail success. It’s what fuels great customer experiences, drives team engagement, and sustains motivation during long shifts and heavy traffic days. It’s what we bring to our job when we provide the best wireless experience to every customer, every time. Our energy represents a vital, life-giving, and even fun element that is essential for both the existence and success of what we do and how we do it.
When your energy tank is full, tasks feel easier. Customer interactions flow naturally. You’re upbeat, motivated, and open to challenges. But when your energy runs low, every task feels harder. Conversations drag, enthusiasm fades, and frustration builds. Managing your energy effectively is key to staying productive, positive, and balanced, especially during the holiday shopping season.
Mind Your Energy Levels During Peak Season
Let’s be real, your energy levels will be tested during this time of year. You’ll feel tired, stressed, and maybe even overwhelmed. That’s normal. What matters most is how you protect and restore your energy.
You’re not perfect, you’re human. Pause, breathe, and consider three simple things during this busy time of year.
- Be Realistic About What You Can Do
There’s only so much time and energy in a day. Prioritize your most important tasks and focus on what truly moves the needle. Delegate when possible, and don’t get caught in the trap of trying to do everything at once. Remember the 80/20 rule. Focus on the 20% of effort that drives 80% of results. Yes, we have monthly targets, and all we have that requires focus and energy are the moments right in front of us. Simply put, take one step at a time, one moment at a time, one day at a time.
- Identify and Leverage Your Support Network
No one gets through the holiday season alone. Identify the people, systems, tools, and resources that can accentuate what we do and alleviate the questions and confusion in how we do it. A strong peer network not only lightens the workload but also recharges your motivation. Collaboration keeps energy flowing across the entire team.
- Fuel your Body and Mind
We have a tank, and it needs to be filled regularly. We fill it with balanced meals to sustain energy and essential hydration to stay alert and refreshed. Prioritize quality sleep and moments of mindfulness to keep your mind and body aligned. Even something as simple as wearing comfortable shoes can make a big difference in maintaining stamina throughout the day.
Manage Your Energy, Not Your Time
Time is fixed; energy is flexible. You can’t create more hours in the day, but you can protect and nurture your energy. During this demanding season, focus on balance and boundaries. Prioritize self-care, rest, and recovery. Choose joy where you can.
An empty energy tank doesn’t just affect you, it affects your customers, your teammates, and your results. Protect it. Refill it. Value it.
Questions to Help You Reflect and Refill
If you’re interested in going a little deeper with maintaining energy during busy times, consider the following questions.
- How do you define energy, physically, mentally, and emotionally?
- What does the holiday retail season typically feel like for you?
- What are your biggest stress triggers and energy drainers?
- How do you usually recover when you’re feeling overwhelmed?
- What specific things “empty your tank,” and what activities “fill it”?
- Who in your circle could benefit from this conversation or support you in it?
- What would an ideal flow state look like for you during a high-energy day?
Final Thought
Energy isn’t infinite, but it is manageable. The more intentional you are about protecting it, the more sustainable your joy and performance will be throughout the season. Remember: in retail, your energy is your superpower. Keep it charged.
Want to learn more? Read our other Blog Posts!
Oct 1, 2025
Death by Meeting
This is the title of Patrick Lencioni’s 2004 book. It proclaims what many of us think but don’t say out loud: Our meetings can often be ineffective and a waste of precious time. What comes to mind is distinct memories of an organization in my past where we had meetings to have meetings.
Ever had a meeting, and thought, “what was the point?” I already know the answer. It is merely a punch in the throat to get us thinking about how we can make them more effective. How can we build out formats that deliver a better use of time with greater intention, and at the end…have a point?
Maybe we should write a new book, like Success by Meeting. What would the differentiator be? I don’t think it is in the vision or the inspiration wrapped around a cause. Most organizations have a clarity of purpose. I believe the pivot is the WHY into HOW. It is in the clarity of action. I believe we are great at ideation, but executing those ideas… is the gap in meetings.
Meetings must have a Blueprint
That is what Lencioni was alluding to. We transform from one type of meeting to another. To a more disciplined meeting model that reduces ambiguity and waste by fostering passion, directing purpose, AND THEN culminating in an aligned course of action.
He proposed a four-part meeting model to improve engagement and productivity: a Daily Check-In for quick alignment (under 10 mins), a Weekly Tactical Meeting to address immediate issues (45-90 mins), a Monthly Strategic Meeting for in-depth discussion of critical organizational topics (2-4 hours), and a Quarterly or Bi-Annual Off-Site Meeting for high-level strategy and team development (1-2 days).
I wholeheartedly believe the most effective meeting format is the Check-In Meeting. A consistent meeting that provides a “pulse check” forum with team members (a.k.a. the implementors and front-liner contributors doing the work in real time). I also believe it not only precedes all the other meetings, but it also exists as a necessary meeting format in the midst of implementation, and especially after all the meetings to ensure follow-through. Adoption will always be the critical element of any endeavor. Checking in keeps whatever the thing is top of mind and directs specific action towards its’ successful output.
Bottom line, a meeting is only as good as the action it directs. So, when we have a meeting, we need to have a point. It’s so much better for the attendee.
How important are the components of meetings?
Aristotle famously stated, “The whole is greater than the sum of its parts”. Yes, this concept can be true that a combined whole creates something more meaningful or powerful than its individual components could achieve on their own. As it pertains to meetings, I contend “The whole is made great because of the sum of its parts”. It is what we promote and permit in the meeting that creates a culture of effectiveness.
Simply put, meetings must have a clear “what, why, how, and to what extent”. Every component in that meeting must clearly answer those questions. It needs to consider an active engagement of all parties with a shared vision, cohort interaction, collaboration of insight and best practices, clear behavioral expectations, and a defined follow-up and follow through action plan. This can happen in 10 minutes or 2 days. Time isn’t the thing; it’s clarity of action. As Marie Forleo said, “Clarity comes from engagement, not thought”, or hosting a meeting just to talk about stuff.
We are about to have the second of our bi-annual leadership summits. We are intentionally and collaboratively looking at how we ensure the meeting has purpose and a defined action plan to follow. We are making it more an experience of sharing best practices towards the goal of clarity of action. We want people to leave inspired AND equipped to do what needs to get done. The emphasis is on the action that follows. We want the meeting attendees to all have an aligned answer to the question…what’s the point? The effectiveness will be revealed in the answer.
If you’re interested in developing effective meetings, consider the following questions.
- What is your definition of an “effective” meeting?
- How are meetings currently seen by your organization, departments, and/or team?
- What is your current blueprint for meetings?
- What elements make them effective?
- And if they are seen an “ineffective”, what needs to change?
- What is your post-meeting adoption strategy?
- If I asked someone to assess their last meeting with you, what would they say?
Sep 2, 2025
From “who?” to “how?”
Besides the obvious rearrangement of letters, these two words take us on two journeys. The first answer is what we want to find in establishing a culture by focusing on who is executing it well and why. Who Does Culture Well? That was our last blog. The second represents a reasonable follow-up. If we know ‘what’, specifically the ‘who’ with a backdrop of ‘why’, the next most important and logical question is ‘how’. How Do We Do Culture Well?
How does an organization ensure a team member can deliver a clear set of behavioral expectations? Expectations are designed with the intention of establishing a desired cultural experience. How does it get others up to speed in knowing, executing, and even cementing these expectations into second-nature behavior?
I have always said that culture is an outcome. It is a byproduct of particular things done or not done that trigger a response in the other party. Good or bad, culture is a result of action. Actions can be what the team member does, and, perhaps most important, what the leaders do to guide and empower the team member to execute those preferred actions. Which means it comes down to choices. How do we influence the choice?
Teach Me, Show Me, Let Me
I like simple. If I have a desired culture in mind and want to ensure a consistent living out of the behaviors I expect to make that happen, then I need a way to help direct the actions of others. A simple way made up of three principles—three concepts that cultivate a type of knowing into a doing process for making culture happen…even if I, as the leader, am not present to see it happen.
Teach me is pure upload. It gives the team member as much input as possible to impact the output. Help them to know and understand the vision. Share the why and the distinct reason for this being a thing worth pursuing. This would include the ubiquitous WIIFM and all additional benefits to all parties involved. Think ‘greater good’ and not just because someone said so, or maybe through stories about specific examples that provide context and reflect on what good looks like. Then, clarify the expectations. Make them clear, make them real, and make them easy to do.
Show Me is demonstrating what good looks like. It is the process of practice, practice, practice. It’s more than just practice though. It is about practicing, getting feedback and practicing again. It is also talking about all the possibilities the expected behaviors will encounter. Maybe presenting different scenarios for a broader perspective. Maybe through role plays and simulations. Where practice meets problem solving and creative thinking. And then we show them in real time in real situations.
Let Me is what it sounds like, and more. It is allowing the individual to cultivate their personality into the most authentic way to deliver the desired expectations. It’s also giving them something to aim at. Some type of target to guide desired outcomes. It becomes stronger when encouragement, observation, and coaching with feedback and correction comes alongside the efforts. AND perhaps most important, it’s trusting them to do it.
Bottom line, the more we learn, practice, and engage in the possibilities, the more we cement second nature behavior. Creating a moment when a team member can pull from memory and feel confident to deliver a culture experience that is not a mistake or accident. Something that’s engrained.
How many of you have been told to do something, but not given the how to do it?
We can create the most amazing mission statements. We can craft compelling guiding principles and core values. We can define our vision and the type of culture we have or want to have. At the end of the day, telling me what you want me to do and why will never yield the full measure of telling me how you want me to do it, as well as how much and how often. Remember, max input produces max output, and HOW goes a long way in establishing and executing a culture.
If you’re interested in growing a HOW culture, consider some of the following questions.
- Remember the definition of culture, how well do others know it?
- What kind of environment do you have in creating understanding?
- How often is it mentioned, developed, and practiced?
- How are others exposed to what is possible through your modeling behavior?
- How are you promoting observation, feedback, coaching, measurement, and recognition?
- Do others feel safe and trusted in their delivery?
- How do you reinforce the culture over time and repetition?
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