Entrepreneurs of growing companies often spread themselves too thin. Like many, you may be in the stage of your business where you’re still running it “solo” from daybreak to sundown, and well beyond. You may recognize the need to hire one person or more, but you don’t know where to start. 

Even though you may not be quite ready to let go of wearing all the hats, I encourage you to look at the priorities of your role and accept that your business has likely gotten too big for you to accomplish alone. It doesn’t stand still—and with growth comes the need to redefine your role as CEO.      

As an entrepreneur who doesn’t yet have a team, it can be a challenging shift, because you likely started the company as one person—you have been a “solo act” from the beginning, have total control, carry the responsibility, and wear all the hats. There is a short window of time that an entrepreneur can pull that off before it’s no longer sustainable. As well as this works in the short run of a start-up business, it causes burnout and inefficiency in the long run. 

As a CEO, you must learn how to increase your own value by identifying specifically what you should be doing for the company—and the answer isn’t “everything!”

The best and only solution to doing it all yourself is to hire skilled people that develop into Self-Leaders who collaborate as a team, working for and with you. A trained, cross-functional ‘A’ Team of people is the goal. This is a choice that has to be made. However, I know what you’re thinking. As an entrepreneur you are creative and independent, and you have taken the financial risk, and initially you might not have planned to be hiring, developing and managing a team. Believe me, you’re not alone. 

A CEO I’m currently working with is facing the dilemma of doing too much for far too long: “I know I spend too much time working ‘in’ the business. I get frustrated when I feel like I’m losing touch with my industry. I need time to network, to stay in tune with the pulse that ignites my creativity that began all this in the first place—it’s a challenge to get the time and space for my vision and planning to stay fresh. Right now, I feel time is eaten up with everything but those things!” 

Just HOW does this CEO get back some of his space and time, so that he is free to do what is important in his role?

As an entrepreneurial CEO, a first BIG step is to fully accept that you are only one person and there are only 24 hours in a day and work cannot fill all of the hours in your life; you have specific constraints in your role that include time. 

The second step is to hire at least one other person (if you don’t already have a team) that has the skills and expertise to cover areas that are not the CEO’s strong suit, or areas that they should not be spending the time to do any longer. 

All of this said, CEOs in the habit of the old model of top-down authority, tend to want to hire “another me,” a COO/Chief Operations Officer to TELL people what to do. This does not work. 

There is a better way…

To avoid top-down authority, control of responsibilities has to shift to one other primary person, then others take up specific functions and tasks as you continue to hire and build an aligned team. Clearly, it takes a change in mindset for CEOs to let go of doing it all.

In my client’s case, it’s important that he prioritizes his time for his talent to focus on holding and further developing the vision of the company, and to lead and inspire the team. He needs time for critical thinking, new ideas, high-level strategizing, goal-setting, and his presence at events. Those things are primary for his role. Simultaneously, as he further clarifies his role, he also has time for a personal life.

He has learned to rely more on a cross-functional model of leadership that hires and trains for collaborative thinking. This will help free him up for his priorities as he begins to trust his team to deliver outcomes and achieve business results.

SO WHO is the right person (or people) to take on those responsibilities that the CEO, up to this point, felt only he could do? 

I advise CEOs to look at who shows the most leadership and ownership for outcomes that currently is working within their company (or to hire someone who is a good fit for this role). This is the person to develop as the one to hand off to and rely upon to problem solve and get it done. In this client’s case, a partner is now taking on the responsibility to perform the tasks and functions of the business, and is the “go to” person who is at the center of all that is happening on a daily basis. She is evolving to handle the balls that are in the air, not him. What cannot be handled by her is posted on the agenda to discuss at the weekly meeting with him (unless it is urgent).   

JUST WHO IS the cross-functional team in the beginning?  

Typically, after developing a secondary person who leads operations and teamwork, you continue to hire and build your team with this person leading. How this happens or who you hire obviously varies based on the needs of the business. 

(Need help hiring? Read my “Entrepreneurs Make the World Go ‘Round” blog here for more tips)

That said, the central role of the secondary person to the CEO is not for telling other people on the team what to do, by using the worn out model of top-down authority, but to actively help to hire, train and develop skilled people, who can take on specific tasks. The business then grows as your team continues to align and achieve your business outcomes.. They function as peers in collaborative discussion and decision making. They freely take initiative and feel free to speak out in their role and express viewpoints based on their responsibilities and expertise.   

Think about your own business needs and what you need to let go of and begin hiring for. Here are some questions to help you to start thinking about where you are now and what you need to consider as you plan for your next steps. 

• Who on your team may be able to take on a higher level responsibility?
• What areas in your company do you need more help?
• Who is driving the execution of outcomes?  
• How does your company team work together, then communicate up the triangle to the CEO for what they need to know?
• Who are those that you can develop further to think and lead? 

The fact is, you will keep learning as you move forward, and I’m confident you’ll find that you are even more brilliant with a team!

Barbara 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

This book is for you if…

• You’re just starting out
• You have a business that is stalling
• You’re a leader feeling like you are just not good with people, but you really, really want to be
• You’re a member of a team within a business
• You’re an entrepreneur with a great idea and no desire to manage people

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

In today’s business climate, creating a company culture that attracts and retains A+ Players and develops teams is a necessity. 

“The Great Resignation” is making companies regroup, rethink, and renegotiate.

Here’s what’s happening: In the US and elsewhere, with COVID still changing norms and shaking things up, the way we do business is changing. Large numbers of people are leaving their jobs, and with remote work on the rise, the so-called “normal” business environment of yesterday may never return. Like me, you probably see “Hiring” signs and a lack of employees everywhere you go. It is evident that business owners and managers are now navigating the ripple effects from the pandemic, as employees re-evaluate their lives and careers and leave their jobs in record numbers. 

A recent survey of 1,000 full-time employees done by PlanBeyond, a Seattle-based market research company published that nearly half of them were considering leaving their jobs in the next six months. The survey results make it obvious what is lacking in the workplace:   

• No appreciation: 21%
• Bad supervisor: 18%
• No freedom of expression: 16%
• Bad colleagues: 11%
• Being young: 10%
• Boring work: 9%
• No professional growth: 6%
• Unfair compensation: 6%
• Inflexible work arrangements: 3%

To attract and keep the best employees: Owners, CEOs and Managers, heighten your awareness of WHY employees resign and go elsewhere. Use information (such as the survey above) to set priorities within your company, to create a trusted and psychologically safe environment. With a new hire, or as you interview, address how you demonstrate and manage these common priorities people want in their jobs.     

Companies also have a record number of open positions, so the timing is right to know this: Top-down authority is a business model of the PAST. Hiring people who are skilled self-leaders, who can work independently and align collectively with a team is what’s happening NOW. There’s no time to waste; learn how to hire and retain the best talent by building a collaborative, cross-functional team that drives your business outcomes. It’s the only way you’ll set yourself up to meet your goals for sustainable, long-term success. 

THE PEOPLE PART is your greatest asset—that has always been the case, but some CEOs/executive managers are just now realizing it. And at the same time, they haven’t understood exactly how to utilize and value their best people and teams as they should. Employers must recognize that there is more expected of them, because experienced people know they can make choices of where, how, and for whom they will work. They want to feel appreciated, know their work makes a difference, all while achieving work/life balance.      

There are SEVEN AGREEMENTS that every CEO, business executive and company should learn and implement to achieve their goals and thrive. On April 26, 2022, my new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good will be released by Hay House. Inside this book, I teach how these agreements can become practiced habits, automatic behaviors, growth in self-leadership, and daily action items. Naturally, most employers would opt to do these things if they already had these tools and knew how to set up processes and teams, but unfortunately they only know what they know, and without these agreements, all the pieces don’t necessarily fit together to create a whole, unified team, and productive company.

I encourage you to learn more about these SEVEN AGREEMENTS that have step-by-step details. Begin to put these agreements into practice, and your company will benefit, no matter the size. You’ll experience increased productivity and satisfaction, and help to avoid burnout and resignations, as a skilled, satisfied ‘A’ team of people work together to build a successful business. Here’s a quick breakdown of the “Seven Agreements”:

Agreement 1: Learning Self-Leadership

We consistently show up in Self-Leadership rather than self-protection.

Agreement 2: Defining Company Goals

We define and align on intended outcomes.

Agreement 3: Establishing Clear Roles

We clarify our parts and where they fit in the whole.

Agreement 4: Building High-Trust Relationships

We consider our impact on others, have their backs, and repair relationships promptly.

Agreement 5: Making Conscious Agreements

We make collaborative, conscious agreements that we’re confident we can keep.

Agreement 6: Recognizing and Responding to Change

We recognize change, anticipate impacts, and proactively adapt our agreements.

Agreement 7: Creating Your Company Culture

We make best practices habitual to achieve our highest performance potential.

You can pre-order a copy of the book here: leadingedgeteams.com

As I wrote and completed The People Part, I realized more than ever all that I’ve discovered in my decades-long career, and even more during the last couple years of the pandemic. Through my book or working with us at Leading Edge Teams, your business challenges can transform into business success. 

We are here to help you—I also encourage you to read other blogs here on our site and to sign up for our mailing list to receive our “Team Tip” emails that give you useful tools and strategies to help you create a successful business that you love. 

Annie

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

This book is for you if…

• You’re just starting out
• You have a business that is stalling
• You’re a leader feeling like you are just not good with people, but you really, really want to be
• You’re a member of a team within a business
• You’re an entrepreneur with a great idea and no desire to manage people

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

​

It’s true, the world needs you… so are you wondering how to be super successful in your business?    

It may come as a surprise, but you need additional skill sets and a team of people to achieve company growth, goals, and long term success! Most likely, you already know that you have stepped into multiple layers of challenge, change and learning as you work hard to turn your vision into reality! 

As scary as it can be for an entrepreneur, and as you go forward and face your fears to achieve your vision, there needs to be a willingness for you to stretch, grow and let go! That’s how you position yourself to make a difference in this world, as you provide products or services that are unique and needed. 

TO BE A SUCCESSFUL ENTREPRENEUR, DO THESE SIX THINGS: 

Those in the tech industry are vivid examples of successful entrepreneurs who contribute to “making the world go ‘round,” well beyond what most of us will accomplish or earn, but nonetheless they did (and still do) what all entrepreneurs must. They took a chance to:

1) act on their dreams; learn, develop and grow, personally and professionally 

2) allow mistakes and failures to help them seek new opportunities 

3) stay in step with global change 

4) create something unknown and different 

5) consistently respond to the needs in the marketplace 

6) trust other people; accept team/people are the all-important asset needed for success 

All of that said, PEOPLE drive the functions that make any business successful!     

As an entrepreneurial business coach, it is my honor to share information, coach and hone skills, as I come alongside all types of business owners as they seek to turn their vision into a profitable reality. 

However, it is sometimes a humbling experience for CEOs/owners to accept that a successful business is not a solo act! (I’ll be frank. It’s a really hard truth to swallow for some entrepreneurs.) 

When I introduce the team concept, it is the impetus for CEOs to personally develop executive skills in a variety of areas, so that they show up each day as an efficient, knowledgeable, confident and respected leader. 

Interestingly, to best establish and utilize other people, a CEO must learn how to increase their own value by identifying what that is; they must understand the specific constraints of their role, and how to hire and develop others on their team that have expertise in areas that they do not have or should not take on. These need to be people who can be trained and trusted to make decisions and take responsibilities that free the CEO. Because—outdated, top down authority, where one person at the top tells everyone else what to do is no longer a viable option in the workplace of today.  

THE DILEMMA—which is an ongoing dynamic tension—until it isn’t!  

Does this sound familiar? As an entrepreneur, you are the innovative founder at the top of the triangle; within you lies the knowledge and passion needed to build your specific type of business. You’re the spark that started it all. That said, if you’re doing it all and wearing all the hats within your company. It’s simply not sustainable. 

Too often, do you feel if you drop one ball, it’s all going to fall? If so, you are on the verge of being worn out and burned out.

DEFINING THE CEOs ROLE IS VITAL

To free CEOs up, there are a variety of additional skill sets and people needed to effectively run and grow a business—tasks and functions, of which, one needs to efficiently learn to let go of, and not be responsible for any longer. In some cases, CEOs don’t even know how to do them, but perhaps have tried. It’s a transition that takes time. 

To become an effective business owner and sustain for the long haul, you must cross-over from working solely as an individual, like you probably did in the beginning, and may still be doing, to relying much less on your individual effort (in lower triangle business areas) for long term success.

There are many layers to building departments and a cross-functional A+ Team, but before we can coach on how to best utilize a team of people, you have to hire the best people.

Are you hiring? Consider these key points to raise your awareness about what the best people (those A+ Players) want and need to take a job with your company.

Who should you hire? Hire people with great skills, experience, and personality that are the right fit for the job; and hire people who have the capacity for Self-Leadership, and those that have a willingness to work independently and as a team. Hire those who want to take ownership in achieving company goals. 

Now, more than ever, employees will no longer stay in an unhealthy, top-down authoritative environment just because they need a job. They want to be in an environment where their contribution and work-life balance is valued, so consider the following things and openly discuss these points when you interview, invite them to respond.

Know what A+ Players” REALLY WANT in their job…  

• To enjoy material and status rewards (compensation, prestige, perks and benefits)
• To grow, learn and develop in their role
• To be recognized and appreciated for their contribution
• To meaningfully contribute to achieving great results
• To commit to a greater purpose beyond themselves
• To perform within an environment that has peer-based collaborative discussions and decisions (seriously, employees will not stay in an unhealthy culture of top down authority) 

Know what ‘A’ Players NEED FROM YOU, the CEO or executive leader…

• Vision, clear direction, and defined outcomes (know what they’re working towards) 
• Psychological Safety (an environment free of blame, criticism and judgment)
• Other A+ Players; a developing Cross-Functional Team 
• Resources (financial, people, training)
• Structure (business/systems, people/team)
• Solid Support (in word and action)

When a CEO starts to build a team, he or she must begin to “let go” of wearing all the hats. That begins a better way of doing business… 

In the meantime, within your company, is there already a person working for you who demonstrates Self-Leadership and ownership of projects and outcomes? This is the person I want to see you rely on differently. 

My next blog, “Solutions for the CEO Dilemma,” I’ll suggest how you begin to shift your role as CEO. This strategically happens as you develop one other primary person (to free you up), and go forward to hire others for specific roles and functions. 

Barbara

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released in Spring 2022. You can pre-order it here:

This book is for you if…

• You’re just starting out
• You have a business that is stalling
• You’re a leader feeling like you are just not good with people, but you really, really want to be
• You’re a member of a team within a business
• You’re an entrepreneur with a great idea and no desire to manage people

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed). 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

​

Before I began my studies at University of Santa Monica (USM) for Spiritual Psychology, I was an actress—a somewhat struggling one, just as many actors and actresses are. To support myself, I was a waitress most of the time I was pursuing a career in LA and New York—and a pretty darn excellent one. I always made sure every customer had everything they needed at all times and that every station was clean and fully stocked. I was hard working, efficient and dependable.

What I began to notice, however, is that many of my colleagues who weren’t as efficient and dependable—the ones who seemed to just stand around not doing much, lingering with customers for far too long—were starting to get offered parts from the regulars and I wasn’t. I couldn’t figure it out—it was disheartening and baffling. They all knew I was a great server, so why couldn’t they see that I’d also be great for a part?

Truth is it took me a long while after much life experience, my studies at USM and becoming a coach to have any insight as to why…

Every person who was offered a part was actually just being themselves while taking the time to connect with the customers. I didn’t, at the time, realize how important of a skill that is to possess and that it is a crucial component of being in a business that requires you to interact with people (newsflash—most businesses and jobs require you to interact with people!). I thought that just doing the mechanics of the job and the surface level connection required as a server was enough to be seen by everyone who walked through the door.

It seems so obvious to me today, but back then, I didn’t know that the power of letting down my guard, being vulnerable and genuinely connecting with others were keys to being more successful as a waitress, an actress and in every aspect of my life.

Today, there is no way I could be an effective coach and leader without the “people part”. My ability to model my authentic self and my humanness while connecting with my team and coaching clients allows me to connect with them beyond the surface and the mechanics of my “job”. I can connect with myself and them at deeper levels—that’s where the good stuff lies. It’s the space for trust, growth and expansion—key components for navigating change, the unknown, the ups and downs—all of it, especially in the business world.

And, because I am human, I don’t always get it right. There are times when I react in self-protection and become less authentic and less vulnerable. It’s normal and part of navigating life’s ups and downs. We are all learning and doing the best we can with what we know right now.

But, I have found that one of the biggest ways to help me remain authentic and vulnerable is to remind myself to be curious. Being curious allows the space to be open to possibilities and be genuinely present when connecting with others. When you aren’t leading with curiosity, you may carry judgments and preconceived notions about a situation or person—a space that doesn’t allow much room for trust and authentic exchange.

Here are a few ways and reminders that I use to stay curious and connect with others on my team and while working with clients (things I wish I had known to do when I was a waitress pursuing acting!):

• Am I doing all the talking or am I listening? Yes, part of my job as an executive coach is to listen, but sometimes I might want to drive a teaching point home and forget that I still need to be mindful of whether or not I’m leaving enough space for the other person to talk.
• I actively tell myself to be curious about the other person and be genuinely interested in them. One of my clients loves David Bowie a lot (I learned that by being curious about her) and was having a difficult time in her life. When I was out running errands, I happened to find a cool book on David Bowie that I thought she’d like, so I picked it up and sent it to her along with our CCORE process card. This gesture was a fun and meaningful way to connect with her while she was navigating life’s challenges.
• Connect on the simple and/or neutral things to build trust in the relationship. One of my clients has a younger cat that looks a lot like my older cat, Buddy. We tend to check in about our awesome yellow cats before getting down to business. It may not sound like a huge deal, but it is a fun way for us to remain connected and remain professional. (NOTE: there are times when it feels necessary for me to reveal something about my life that is personal as a way to remind the person I’m working with that they are not alone and that there are others who understand what they may be experiencing.)

Maybe these examples seem straightforward and obvious, but I know they weren’t always obvious to me when I was more concerned with “doing my job” and less concerned with genuinely connecting to others as a crucial part of being great at my job.

Allowing myself to be vulnerable and authentic is key to being successful in my role here at LET and in all of my life. 

I’m grateful that I get to practice my “people part” skills!

Here’s to your most empowered success!

Heather

Program Director and Executive Coach

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

Do you want to grow business and build a high performance team? If you do, this requires leadership. However, modeling leadership involves your human self, your strengths and weaknesses, actions and reactions, and your willingness to commit to bringing out your best. 

It goes without saying, being a leader that has a strong influence on the activities and attitudes of the people in your company is not simple. You can create an “org chart” that lays out the titles and aligns job roles, but it’s your strong leadership, experienced up close and personal, as you develop the Self-Leadership of each employee, that brings the “org chart” to life! 

Do you feel that you are a leader that inspires other people to willingly follow? 

One of your primary roles as a CEO or an executive leader is to help others, who are also human, respond positively to your leadership. And that is entirely overlooked all too often by those in executive leadership.     

The real dilemma is how to model and put roles into action, to bring the org chart to life, so that the people in your company are productive and achieve outcomes—and are retained because they are satisfied with you and their job. 

Let me tell you my story… 

In my twenties, and early days as CEO of Coffee Bean and Tea Leaf, I thought that two requirements, education and drive, pretty much summed up what I needed to do to be successful. I was young, and I assumed that I had what was needed when I came on board to lead my parents’ company at 22-years-old. And, after all, hadn’t I graduated Phi Beta Kappa, Magna Cum Laude, from UCLA in Economics/Business? 

The business had already proven itself, with seven “Mom and Pop” stores in Southern California during the beginning of the coffee boom. But, my involvement and leadership with the “People Part,” of the business was something I hadn’t highly considered. I assumed a lot about the “People Part,” and did not consciously recognize how people were the primary key to our company’s business success. 

Fortunately, after plenty of mistakes and awkward learning on my part, the people themselves taught me how to do things like:

• Communicate frequently and effectively
• Invest in developing their skills in areas that they were gifted
• Trust their abilities and their role; avoid micromanaging
• Address issues with all of those involved
• Listen and welcome their problem-solving and creative ideas 
• Celebrate them, their potential and accomplishments

Oh yes, I admit that I had so much to learn back then about leading teams of people, especially as I began to grow Coffee Bean and Tea Leaf to an international brand of 70+ stores in a short seven years time, but thanks to them, I’m where I am today—an executive business coach with a thriving business I love. 

Me, nor you, can afford to forget the importance of the “People Part.”  

Now, picture the people you work with… 

Consider the following four principles that build solid working relationships: 

“Relationships are based on four principles: 

RESPECT, UNDERSTANDING, ACCEPTANCE and APPRECIATION.”  Mahatma Gandhi

Demonstrate these four principles in your interactions with your team, and combine them with the tips listed in the bulleted list above, and I guarantee they will help bring your “org chart” to life. 

As you become a leader who values these principles, demonstrating them regularly, your reputation draws A+ Players! You build a reputation as a CEO or executive leader who is confident and wise enough to genuinely care about the people in your company. When you model and build strong working relationships, that in-turn creates loyalty and productivity. Then, anything is possible!   

Today, try to be deliberate about putting the four relationship principles into action.  

Do this especially if you don’t want to be known as just another company, CEO or manager! Be seen as a leader who stands out because you respect the people you work with—as well as appreciate their contributions to achieving company goals. 

Building strong business relationships with humans not only creates a trusted brand, but when you take time to have clear communication and connection, and make it a continual priority, you demonstrate RESPECT for those who help to make your business thrive. 

At the same time, add the skill of actively listening, and you are clearly saying to the other person, “I care about you and want to UNDERSTAND your point-of-view.” This assures greater safety in the workplace, and provides the freedom for both parties to speak openly and honestly, as each one is given the opportunity to talk. Listening includes restraining personal judgement, and participating by making eye contact and giving affirming nods.

A universal need humans have is to be accepted. Both respecting and seeking to understand another person, makes them feel accepted. 

From childhood playgrounds and on through the years, humans are social, want connection, and need ACCEPTANCE. It’s no different in the workplace; in fact, it might even be a more conscious need as a person grows older. 

How you demonstrate acceptance towards others in the workplace:                                            

• collaborate to find solutions 
• unite by letting go of what happened yesterday 
• appreciate what is, rather than what you find lacking in another person   

And last but not least, establish long-standing success by showing people your APPRECIATION—your company team and external stakeholders—customers, and others in your sphere of company influence and community. 

Try these gestures of appreciation: 

• written notes, online or offline 
• small gifts 
• time off for your team; opportunity to connect more personally with you for clients or customers 
• personal videos to the team or an appreciation event for them; this works well for community and customers as well. 
• few things beat a sincere one-on-one hand shake and words of appreciation for a specific accomplishment, or a monetary bonus for what an individual consistently contributes to the achievement of goals and outcomes.   

Professionally and personally, for everyone, 2021 has been an intense year to say the least. No matter what your stand or beliefs are on current issues, I encourage you to remember these four principles with whomever you interact with today—have them ready to put into action. Notice how they help diffuse potential conflicts, build terrific relationships and help bring people, and your org chart, to life!  

GIVE: Respect. Understanding. Acceptance. Appreciation.

Annie and the Leading Edge Team

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.