Its the 'How'

The interpersonal skill set of leaders often carries more weight and garners more respect than if someone is simply super bright.

Fair to say? 

Leadership means so much more than "knowing what you're doing." It's actually about how the work gets done.

The most effective leaders bring a vision to life...inspire the team to believe in that vision...and include them on the journey to achieving success together.

The old school leader adopts a command-and-control style. That works well in military contexts, not so much in the world of 2026.

If I asked you to think about the greatest leader you ever worked with or for, would you say they were a fantastic disciplinarian? Maybe they had mastered the art of instilling fear in the team?

No, of course you wouldn't.

The powerhouse skills that have real impact are always found in how others are treated. Wouldn’t it be nice if you were on someone's "greatest list."

Thanks for being here.

Jay

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Lead from the Front

There have been numerous labels for it over the years…rounding, visibility, being accessible…you get the point.

There is a different version of this approach that I’d like to unpack a bit today.

Leading from the front.

That feels different when you say it, right?

Rounding is a powerful tool, and one that I highly recommend to any leader that wants credibility. The differentiator here is the word leading.

I’ve seen plenty of ineffective members of management round on employees, chat for a minute (if at all) and then scoot on to the next area and repeat the same encounter.

Leading is more. 

It’s a set of behaviors that go beyond “how’s your shift going?” It’s having a conversation about the difficult things…it’s staying to discuss tough topics with the team who live with those tough topics every day…and it is certainly an opportunity to demonstrate leadership in documenting, solving, and closing the loop on those issues.

Let’s not allow ourselves to fall into the drive-by rounding trap. No one leads from a wave as they quickly pass through a work area, and we’ve known that since we watched our first arrogant boss hustle through our workspace.

Schedule the time.

Talk with the team.

Humanize yourself…because leaders are much more than a job title.

Thanks for being here.

Jay

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16 Years of Accountability

One of the words that gets thrown around constantly is accountability. In organizations large and small the desire to be the very best often carries with it different interpretations of what acceptable norms should be.

Every company wrestles with this issue, and what often comes from it is a renewed awareness around what accountability means for that particular organization.

That was one of the reasons I launched NoExcusesHR…to help me, and other leaders hold ourselves accountable so we could be better. 

When leaders are better, our organizations are better. 

It’s that simple.

So, today I celebrate sixteen years of accountability with all of you.

Thank for you for raising the issues, challenging me to be better, and hopefully, you’ve been inspired once or twice to elevate your leadership performance too.

Thank you so much for being here these last sixteen years.

Jay

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The Simple Corporate Culture Combination

We’ve all heard the question as our organizations grow…”how are we going to maintain our culture as things change?”

It’s a great question.

The answer…at least from my perspective…is based on two core behaviors. It’s not about the latest program of the month, or a slick poster on the break room wall. It’s not about a weekly email that reminds everyone how special we all are.

It’s more personal. It’s about one-to-one interactions that take the corporate mission and values down to the individual level.

First, show kindness.

Kindness always makes an impact. It doesn’t mean we are soft or ineffective. It means we have prioritized people over arrogance or getting caught up in job titles, perceived power, or influencing others based on fear.

Second, accountability must be the norm.

Allowing behaviors to continue that are detrimental to the team, patients, clients or customers is simply a leadership failure. Swinging the proverbial leadership hammer is not what I’m talking about here. If you need to swing a hammer you’ve completely missed the early warning signs.

Intervene as the signs appear with a sidebar, private word, or short note that cuts to the chase while maintaining your professionalism. 

Additionally, often times, peer-to-peer accountability is more powerful than the leader getting involved.

Two behaviors that can drive culture. 

What do you think?

Thanks for being here.

Jay

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Start Me Up

Stop overthinking so much.

Stop worrying so much.

Stop analyzing so much.

Stop discussing so much.

Make a decision.

Take action.

Give it your best guess.

Use the information you have today to get started.

Everyone is watching. Are you going to make things happen...or...be the leader that always waits and never actually gets things moving until it is safe to do so...and far too late?

Thanks for being here.

Jay

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Five Things

1. Choose kindness first.

2. Lead with integrity no matter what.

3. Bring the energy every day, even if you don't feel up to it.

4. Go for it...risk-taking changes the game.

5. Value every person around you, and make sure they know.

Thanks for being here.

Jay 

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A Little Impact

How do you do it? Make an impact each day. Is that concept on your radar; or, has life slipped into a familiar routine that taking extra steps each day just doesn't register anymore?

I used to be there. One day was the same as the next...work simply flowed along...and time passed.

And then I realized I felt...different. Something was missing. 

Sure, I was trying to do a good job at work...but...

Then I was reminded that it's not all about me. Shocking, yes, but it turns out to be true.

So in the summer of 2022 I decided to reach out (nearly) every day to check in on others. 

Nothing complicated.

Nothing overly emotional.

Nothing connected to an expectation.

...just genuinely checking in on other people to see how they are doing.

I'm four years in now and have checked on hundreds of people. Many of them more than once.

I'm not chasing recognition here; it's actually a call-to-action. You have time each day to send a text or direct message.

Do it.

That message might come at just the right time for the person on the receiving end.

Thanks for being here.

Jay

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Still Fired Up!

Still love the work.

Still love the people.

Still love making organizations better.

Still love making the people feel valued.

Still hate negativity.

Still hate...hate.

Absolutely still love getting others fired up too!

What fires you up about the world of work?

Thanks for being here.

Jay

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Go.

Opportunity.

What are you waiting for? 

Go for it.

Go scared.

Go anxious.

Go slowly.

Go quickly.

Go.

Its right in front of you.

All you have to do is decide.

Go.

Now.

Thanks for being here.

Jay

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Influencer (not that kind)

Formal leadership roles afford plenty of cool advantages ranging from significant authority inside the organization and the chance to lead in our communities as well.

Beyond that however is the opportunity to be an influencer. Not the social media kind (although social media should play a major role in your influencer strategy.) I'm not talking about the policies you'll create or meetings you'll attend, but they are important too.

My focus here is on the leadership behaviors that do not appear on a report, productivity log, or balance sheet.

I'm talking about real influence.

The outcomes are clear when influence is properly executed. But how does one achieve it beyond the normal authority-based approaches?

Here are a few actions for you to consider:

• Be as visible as possible throughout the organization (not just a drive-by)
• Bring the energy consistently
• Take the appropriate risks to achieve breakthrough results
• Embrace social media as a powerful tool
• Value each relationship of your colleagues every at every level
• Show kindness consistently

Seems simple enough, doesn't it? Yet how many leaders get too caught up in one 'important meeting' after another; and somehow, the opportunity to demonstrate how caring, accessible and inspiring they can be slips away?

How are you an influencer in your organization beyond your title?

Thanks for being here.

Jay

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Momentum

Momentum is an odd thing. It can sway your emotions, energy, focus and results in a matter of moments. In sports we can feel momentum shift at various points during a game, match or race; and in business suddenly we 'sense' that our plans are working...the demeanor of those around us has changed...that things just feel different.

I love positive momentum.

And yet, human nature has a way of creeping into our psyche. It stirs up a list of negatives that can slow down or even derail momentum.

What if it didn't have to be that way though?

Imagine...having momentum on our side at all times and avoiding the negativity bias that impacts us all. Wait, what? How is that possible? 

You need a strategy. Here are a few actions you can take to rewire your thinking when negativity bias hits:

1. Thought Labeling: observe the thought but do not judge or react

2. Identify Cognitive Distortions: look for patterns when you feel extreme negative thoughts

3. Examine the Evidence: is there proof this thought is true or is it just a fear

4. The Friend Test: what advice would you give a friend experiencing these same thoughts

5. Redirect Focus: suppressing negative thoughts often make them stronger, redirect yourself

6. Cultivate Gratitude: ask yourself what you can be grateful for and rewire your thinking

7. Consider Alternatives: explore positive realities for negative thoughts as they arise

What processes do you use to stay positive, and, to maintain momentum in your life?

Thanks for being here.

Jay

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Give Me Three Steps

I’ve been thinking about what it takes to move from identifying problems in the workplace…long entrenched ones…to solving them and how difficult that can be for so many organizations. Sure, it’s easy to say things need to change, but often only a new face replaces the ‘source’ of the problems.

New faces cannot solve problems alone however. There must be organizational commitment to improve and that frequently involves change on a meaningful scale.

Let’s be honest, changes around the periphery are not real improvements…they are just easy adjustments…and easy does not get the job done.

From my perspective there are three clear actions required if meaningful problem-solving (read here —> lasting change) is to occur:

1. Crystal clear identification of the problem, process or person

2. A specific set of actions that will immediately begin to move the needle

3. A commitment to sustain the change even when it starts to feel uncomfortable

No clarity?

No commitment?

No results. 

It’s that simple.

What do you think?

Thank you for being here.

Jay

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I Was Hoping You'd Change

A quick story....years ago I worked at a health system, and at the time was leading the employment and employee relations teams. One of the long-time IT managers had a growing problem in his department between two of his team members. When I asked him what he was doing about it (the issue had deteriorated so badly that I was made aware) he simply stated "they are adults and should be able to figure it out."

Sigh.

Yes, they should be able to...and...no, they absolutely are not able to. That is why you need to lead the team, build rigor into the leadership culture, and not hide behind your insecurities and hope for the best.

Show of hands: how many of us have been frustrated with leaders that won't hold their team members accountable?

I believe I see everyone's hand in the air. 

But why? This was a real issue in my organization thirty years ago...how can this still be a persistent problem today?

I do know the answer, and it's a simple one.

Fear.

Fear of confrontation.

Fear of looking ineffective in the eyes of others.

Fear is a real thing. Sadly, many managers are not equipped to address those fears (at least not yet.) That's where we as HR leaders come in...we need to support the managers so they will have the competence and confidence to handle difficult issues.

What do you think? Are your leaders people leaders; or, do they simply manage processes and hope everyone plays nicely together?

Thanks for being here.

Jay

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More Than This

"You can never think big enough"

I absolutely love this phrase. It hits every facet of life. 

It challenges how we think?

It challenges how we make decisions.

It challenges us to do more...be more...achieve more.

It helps us break through the malaise of 'how it's always been done.'

It is the push we need to see...when our own vision can't do it on its own.

What areas of your life need you to think bigger? Home? Work? Community?

I think it's time to get started.

Thanks for being here.

Jay

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Leadership Means Your Local Community Too

There is so much written about effective leadership practices inside our organizations; however, there is a crucial element of leading that has nothing to do with strategic plans, people strategies or revenue goals.

Consider the not-for-profit organizations in your community. So much important work being done, yet those organizations could never afford to hire you (in most cases.) Your ability to impact those around you is limitless, yet it is rarely hardwired into the leader expectations in the organizations where we work.

Why is that?

Is it the never-ending pressure to meet goals, hit a new 'important number', meet yet another deadline, and deliver on expectations; or, is it simply that most organizations don't care?

Perhaps that's a bit inflammatory...well...I've worked in organizations where community commitment was never discussed.

I want to be part of an organization that believes the impact we can have on the community is just as important as the one we have in the office, patient's room, or Board room. 

Imagine what it would feel like to be part of that corporate culture.

Now that is something to get fired up about! How are you going to make that happen in your world?

Thanks for being here.

Jay

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HR Can Be the Culture Game-Changer

Getting to the point today about culture.

Know your business and how it makes money regardless of tax status. How can you explain the reasoning behind some of the most difficult decisions if you don't fully understand how your organization generates revenue?

Know your people that do the work and how they feel about doing it. You need to build real connections with people and implement sophisticated listening systems to fully understand your risks, vulnerabilities and employee sentiment.

Live the culture that is posted on the wall and is discussed at orientation. Talk is cheaper than ever. Everyone is watching your behavior, make sure it reflects your organization's mission, vision and values.

Support the team you lead in actions, not just words. Show your team that you value them by giving as much control away as you possibly can.

You can't build a world-class culture if HR is not willing to lead every step of the way. It is simply impossible.

So, who's willing to be vulnerable, take risks, and show every member of the organization that they matter just as much as you believe you do?

Thanks for being here.

Jay

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Life Burns Faster

Is it me, or are we suddenly moving at light speed? 

Work life is at full throttle with AI, M&A, TA, and a whole host of other abbreviations. Our personal lives seem to be moving faster too. Maybe that is just me lately?

So how do we somehow find a moment to reflect on what is happening around us, and sometimes to us, and maintain a level of balance that not only allows each of us to navigate our personal storms, but to enjoy the journey we're on?

I wish I had an easy answer.

Perhaps it is the intentional act of scheduling time?

Or, maybe it's just a momentary pause during a difficult moment?

A quick walk or coffee stop might help.

Meditation or prayer can be significant sources of peace in the storms of life.

Or it might just be that we need to stop worrying about 'solving' this challenge; and instead, keep it top of mind and tackle it in different ways at different times?

No easy answers. But if we ignore the pressure, we risk life burning us up unnecessarily.

Thanks for being here.

Jay

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Thinking Time

Crazy busy.

We're just so busy.

Life's been busy.

Never been busier.

I can't get caught up because I'm busier than ever.

Wait a second!

There has been plenty written about busyness and its negative effect on us all. Yet, you and I hear that same old 'busy list' every week.

I find that the posts describing the 'right' self-care, inspirational messages, and leadership effectiveness quotes often tell us things we know we should be doing, but we still find ourselves trapped in an endless cycle of never actually changing our behavior.

Maybe you feel that way too?

A quick story: 

Many years ago I was exploring getting my PhD with my Health System CEO who had his doctorate. His primary point for me was that a PhD was usually a personal achievement, and if that was what I was after I should go for it. However, if I wanted to actually improve my effectiveness in the organization I should instead schedule two hours of thinking time each week  (yes, put it on my calendar.) 

He said the pace of our work lives never actually give us much time to think things through (oh the busyness!)...instead...we're constantly hustling from one meeting to the next without ever really examining all of our options to be the best.

I scheduled the time on my calendar, and quickly dropped the PhD plan. 

How do you slow down and simply think once in a while?

Thanks for being here.

Jay

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Lean On Me

Do your colleagues know you are there for them in times of personal or professional crisis beyond the standard line “if you need anything, feel free to reach out?"

Crisis. That's a high impact word. 

When our colleagues are truly facing a crisis our real values rise to the surface. Shifting our focus to support them and taking action instead of simply offering is something that not only makes a difference for them, it also demonstrates real-time leadership to the rest of the team.

While we can rarely 'solve' our colleague's crisis moments...we can always be considered a valuable and kind people leader...and that's a pretty good position to be in.

Please know that if you ever find yourself in a tight spot, I am available 24/7 for you.

Thanks for being here.

Jay

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The Two Faces of Leadership (and how to help)

I've seen too many leaders believe they are putting on a politically correct public face, and yet behave poorly behind closed doors. Why does this behavior persist? I'm not sure who they believe they are fooling but it never works. 

Employees are smart.

Employees see through thinly disguised compassion.

It's a shame, actually. Good intentions end up wasted on a compulsion for control, constantly being in-the-know, and generally convincing themselves that without them everything would fall apart. 

Everything? Really?

Um, no.

So how do we support those who have lost their way and are caught up in their own echo chamber of leadership destiny?

• Call them out on their behavior in a closed door meeting?

• Publicly shame them?

Neither one of these options sound reasonable to me. Remember, we're talking about two-faced leaders...that means they do have redeeming qualities in one of their 'faces'...we just need to tap into that 'good side!'

Here are my three keys to addressing the behavior in a direct, non-emotional or judgmental way.

1. Meet privately and tell them you need them to allow you the grace to share some feedback, and that you in turn will demonstrate the same grace for them to react.

2. Give them examples of their strengths, and how you have specifically witnessed the behavior that is concerning and its impact on others in the organization.

3. Offer to serve as a sounding board for them going forward so they do not feel as if they've been accused and abandoned; but rather, have a colleague who is truly interested in helping them improve their leadership style.

What do you think? Can the two-faced leader be helped...or am I once again being too positive?

Thanks for being here.

Jay

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