Right Words, Wrong Time

by | Jul 9, 2025 | Uncategorized

Great leadership isn’t just about what you say—it’s about when you say it. Timing, often overlooked in leadership discussions, can make the difference between building someone up or breaking their spirit. Especially when offering constructive criticism, timing becomes a strategic tool that can shape outcomes, foster trust, and strengthen relationships.

Imagine this: someone on your team has just finished a major project. They’re proud, they’ve put in long hours, and they’re feeling good about their contribution. You’ve reviewed their work and, while it’s solid overall, you see areas that need improvement. As a leader, your instinct might be to jump in right away with feedback. After all, quick feedback shows attentiveness, right?

Not always.

In moments like these, saying the right thing at the wrong time can have unintended consequences. Immediate criticism—however constructive—can feel like a gut punch, especially when emotions are running high after a big effort. It can drain morale, kill momentum, and leave someone feeling deflated rather than inspired to grow. That’s why it’s often wiser to pause.

Waiting a day—or even just until the next morning—can make a world of difference. It gives you time to reflect and craft your message with empathy and clarity. It gives them time to enjoy the sense of completion, to celebrate the effort they put in, and to feel seen for the work they’ve done.

Leadership is a long game. You’re not just managing tasks or outputs; you’re managing people—their confidence, their growth, their belief in themselves. Timing plays a huge role in that. When you choose to wait, you’re not avoiding difficult conversations. You’re choosing to have them when they’ll have the most positive impact.

This doesn’t mean you shy away from accountability or let things slide. It means you respect the human side of work. It means understanding that people hear things differently when they’re proud versus when they’re calm and open to feedback. It means reading the room—not just the facts.

There’s also a benefit for you as the leader. Taking that time gives you space to frame your feedback in a way that leads to growth, not defensiveness. You may even reconsider the severity or the tone of your critique. Maybe the problem isn’t as urgent as it first felt. Maybe the team member’s intent and effort deserve more weight in the conversation. By waiting, you step into the role of coach, not critic.

This approach applies beyond feedback, too. Timing matters when you launch a new idea, respond to a mistake, introduce a change, or celebrate a win. The best leaders don’t just act—they time their actions to align with how people are feeling, what the organization needs, and the rhythm of the moment.

Think of leadership as music. You can hit all the right notes, but if you rush the tempo, the song falls apart. Knowing when to speak and when to pause, when to push and when to let things breathe—that’s where real leadership lives.

So next time someone on your team finishes a big project and you feel the urge to point out what could have been better, ask yourself: Is now the right time? If not, wait a day. Timing isn’t weakness—it’s wisdom.

What’s Your Company Culture—And Who Owns It?

by | Jun 20, 2025 | Uncategorized

Here’s a stat that should make every leader sit up straight: 64% of employees say their company doesn’t have a strong work culture (TruPath).

That’s not just a workplace concern—it’s a leadership challenge. And if you’re in a position to shape culture, that number should get your attention. So how do we make sure our people don’t feel like part of that 64%?

Start with the basics: What is company culture? You might be thinking of potluck lunches, holiday parties, or the ping pong table in the break room. Sure, those things are nice. They’re fun. And they matter—but they’re not the foundation. They’re the fringe.

Culture lives in the everyday. It’s how people feel about their work and the people they do it with. It’s whether they believe in where the company is going—and whether they see themselves playing a meaningful role in getting it there. It’s the values we show, not just the ones we say. It’s what gets praised, what gets overlooked and what gets shut down.

Maybe the most important thing to remember: culture isn’t created in a single event or initiative—or even a group of them. It’s built through small, consistent, intentional behaviors over time. A great culture isn’t the result of one big/sweeping? leadership action. It’s the result of a thousand small ones.

The hallway conversation. The shout-out in the team meeting. The moment you ask someone how they’re doing—and mean it. The way you handle a mistake, or how you respond when someone takes a risk. These things matter. And they stack up fast.

Organizations that protect and nurture their culture do so because they know it doesn’t take care of itself. It takes work. It takes attention. And it takes constant reinforcement. Celebrating what’s working isn’t just feel-good—it’s fuel for progress.

Here’s a quick test: Can you describe your company culture in writing, in a way your team would recognize? If not, it’s time to step back and give it some attention.

But don’t do it alone. Don’t disappear into a room with a few senior leaders and come back with a PowerPoint. Invite your team in. Let them help define it. Let them challenge it. Let them build it with you. Because when employees own the culture, they don’t just follow it—they protect it. They live it. And that’s when it really starts to thrive.

Strong cultures aren’t obsessed with what’s broken. They’re focused on what’s working. Because what you praise grows. What you celebrate gets repeated. It’s not complicated—but it is intentional.

So what’s your company culture? And who owns it? If the answer isn’t “everyone,” then it’s time to start building.

 

 

 

 

Great Leadership Is Built on Tiny Moments

by | May 15, 2025 | Uncategorized

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In my opinion, the most important factor in successful organizations is effective leadership that helps people thrive and grow. I have observed and thought about this a lot over the years, and in doing so, I have found something very interesting at play when this is being done well.

It’s what I call “tiny moments of leadership”—those occasions when top leaders spend truly quality time, even when rather brief, as they perhaps can be, to connect with team members in a personal and meaningful way.

The topic of conversation during these “tiny moment” experiences can be anything, and frankly, it’s not the only essential part. There are other dynamics at play that can be as important as the actual words spoken. The fact that you are taking time to connect with your team in a genuine and focused way can be the biggest takeaway of all. Then there’s the friendly tone in your voice, which perhaps they don’t always hear, much less feel, in such a personal way. Your genuine interest in hearing what they have to say and the way you truly listen, ask questions and respond to what is being said all can have huge impact. By doing this, you’ve already made a big impact regardless of the subject matter.

This is not to suggest that what you have to say is inconsequential. Quite the opposite. In addition to all the positives mentioned above, these encounters provide the opportunity to share thoughts, observations, suggestions and advice, all based on a shared vision for the individual and the organization. And equally important, it offers the opportunity to assess where the individual is in their thinking and professional maturity, observe how they communicate and hear thoughts, ideas and aspirations directly from the source.

It is in these tiny moments that leadership truly takes hold and connects you to people in a profound way. They make you real and genuine and make your leadership transformational. People cherish time with those leaders they admire most. And these close encounter engagements separate the truly great leaders from the others.

Wow. If all this is within the reach of simple conversations, wouldn’t you want to make a point of having more of them?

What do I mean by “tiny moments of leadership”? Well, think back to a great leader in your life and take note of the most vivid memories you have about them. Most likely, these are the times you shared rather personally with them. Sure, there were other scenarios when they displayed their leadership to a larger group of people in broad, influential ways. But when you really think about it, it is the accumulation of smaller, more personal moments that really had the most impact.

So how do we as leaders create these tiny moments of leadership?

By being abundant. Join in brainstorms. Connect with people. Participate. Get up and walk around and have conversations. Imagine that.

When you are an abundant personality, you meet the unspoken needs of your people. You are more likely to recognize when someone is struggling with a task, an emotion or any other challenge and reach out to them with a word of encouragement and an offer to help. It’s these moments that they will remember the most.

Imagine the opportunities for growth you would discover by having a firsthand vision into your organization like this. There’s gold waiting for you there. New ideas and creative inspiration. Opportunities disguised as problems. Transformation inspired by simple conversations.

Now there is a catch to all of this…you have to listen. Listen for input. Listen for perspective. Listen for understanding. Then ask questions for clarification and more detail about what you’re hearing. Not to put on a show, create a false sense of involvement or pander for buy in, but because you truly believe that the active participation of many creates a better solution for all. There are no shortcuts. You have to put in the time. Being “abundant” takes time and commitment. But it pays you back in spades.

The old saying “Big things come in small packages” could not be truer than with the tiny moments of leadership you share with your team. These small encounters have the potential to shape their minds and, in the end, take up the most room in their hearts.

How many tiny moments of leadership have you shared today?