Director | SeibCo, LLC

How to Address Issues and Keep Positive Working Relationships

January 27, 2025 by Jeannette Seibly

“Do you want to be right or effective? It’s a choice we need to make during every conversation.” Jeannette Seibly

There will be times when people do what they do and believe they are behaving appropriately. This includes saying something they believe is true (without supporting facts) or making a project more challenging (due to multitasking and not listening). As a team leader, what do you do?

A team leader has a remote team, and virtual meetings are essential. The problem? Many team members come unprepared, eat during the call, handle personal tasks, or have their cameras off. Instead of addressing the issue one-on-one, the team leader calls them out during the meeting and demands they behave in a way he believes is appropriate. The new problem? Once a person has been humiliated, they will not forget nor forgive!

Steps to Build and Keep Positive Working Relationships

1. Prepare

• Know Your Facts: Gather all relevant information and data to support your perspective.
• Understand the Other Side: Take the time to understand the other person’s viewpoint and the reasons behind it.

2. Use Mindful Communication Skills

• Active Listening: Listen carefully to other people’s arguments without interrupting. Always let them present first and share your own opinions last.
• Empathy: Show empathy by acknowledging the other person’s feelings and perspectives. Be sure to use the words or phrases they used, or you could create further upset (e.g., if they use the word “I’m feeling upset.” Do NOT say, “I understand that you are angry.”)
• Clarity: Clearly articulate your point of view using facts and logic.

3. Adjust Your Approach

• Choose the Right Time and Place: Disagree in a private setting and choose a time when both parties are calm and receptive. If it is a group issue, address the group without naming names.
• Stay Calm and Respectful: Maintain a calm and respectful tone throughout the conversation. If you feel emotional, wait to address the situation. Your tone of voice, when triggered, will get in the way of future interactions.
• Focus on the Issue, Not the Person: Critique the idea, not the individual presenting it. This is key—too often, bosses like to focus on a personality trait, which may be incorrect and leave the person feeling misunderstood and defensive.

4. Be Collaborative

• Find Common Ground: Identify areas where you both agree and build on them.
• Propose Solutions: Offer constructive solutions or compromises that address both parties’ concerns. Remember, win-win-win is the key!
• Stay Open-Minded: Be willing to consider alternative perspectives and solutions. You don’t know everything, so it’s important to allow other ideas to develop before final decisions are made.

5. Follow-Up

• Clarify Outcomes: Ensure that both parties have a clear understanding of the agreed-upon outcome. Write it down – memories are short!
• Express Gratitude: Genuinely thank the other person for their time and for engaging in the discussion.
• Maintain Professionalism: Continue to interact professionally and positively in future interactions. Be responsible for your tone of voice and say, “please” and “thank you.” Also, under all circumstances, avoid gossip!

Issues can lead to disagreements — they are a natural part of any working relationship. Handling them with empathy, respect, and a focus on collaboration can strengthen professional relationships and lead to better outcomes for everyone involved.

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, boasts over 32 years of hands-on experience. Her expertise helps leaders and bosses refine their hiring, coaching, and management practices and achieve their intended results. Along the journey, she has guided the creation of three millionaires and numerous six-figure earners, all while championing those ready to elevate their game to new heights.

Asking for Help Is Required to Achieve Intended Results

January 16, 2025 by Jeannette Seibly

“Asking for help is brilliant!” Simon Sinek

“Recognizing the value of asking for help in hiring, coaching, and managing challenges shows strength and will contribute to your company’s growth.” -Jeannette Seibly

Too often, people believe asking for help makes them look weak. It creates barriers to achieving intended results and hurts our boss/leadership skills.

When stuck in a working relationship, situation, or strategic issue, we freeze, flee, or change the goal (which diminishes the intended result)—all because we failed to ask for help!

Yet, asking for help is one of the cornerstones of achieving your intended results. With only 10 percent of teams achieving their required results, it’s crucial that you, as the boss/leader, confidently ask for help, use the art of listening, and make the necessary changes!

Why do we hesitate to ask for help?

Lack of …

• Willingness. Ego can be a significant barrier. Leaders should remember that seeking advice is a sign of strength, not weakness.

• Trust. Trust yourself and selectively seek insights from a few reliable people rather than broadcasting your query widely (e.g., social media or more than 2 or 3 people).

• Self-Awareness. Lack of self-awareness can lead to an inability to recognize when help is needed.

Seven Tips to Get the Help Needed to Achieve Results

1. Set Aside Your Ego. Take a moment to breathe and seek advice from the right sources. This is critical. Talk directly with the person(s) who can provide the help! For example, a training expert was asked, “I was told I needed to do XYZ when making a presentation. But at a recent workshop, everyone walked out. What happened, and what do I need to do differently?”

2. Don’t Wait Too Long. Anticipate the need for help early to prevent compounding issues. It’s harder to ask for help once you’ve sabotaged yourself (usually unintentionally), experienced a project failure, or damaged a relationship with a co-worker or customer. Ask for help earlier not later.

3. Listen. The art of listening goes beyond the words and includes asking open-ended questions to uncover deeper insights.

4. Don’t Wait for Clarity. (It seems counter-intuitive.) Seek objective feedback, especially when things seem murky and unclear. And remember, you asked for help. This is not the time to become defensive … you asked for help … this is the time to listen. Share in concise statements: The goal of the project or issue; What has been done to date; and What is slated for the future Then, ask for help: “What do you see is missing?”

5. Be Coachable. Stay open to learning and avoid letting ego and pride interfere with accepting help. Remember, your defensiveness will sabotage your success.

An author told me in a group meeting that bragging was nonsense to her, but then complained of poor book sales. She explained, “I don’t see the value and I’m too busy to learn how to brag.” Yet, marketing and self-promotion determine 90 percent of someone’s success as an author. Even after others chimed in, she refused their help! When you refuse to listen, people will stop helping you and your results will suffer!

6. Make Asking for Help a Habit. Seeking assistance regularly can foster your professional growth and build your leadership credibility. Also, it helps you produce results faster and easier each time while building your influence.

7. Make Your Requests for Help Clear and Concise. Clearly articulate what you need and be open to accepting a “yes” or “no” response. If a person is not available or is unwilling, ask someone else.

Important Question! How do you plan to incorporate these tips into your leadership approach?

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, boasts over 32 years of hands-on experience. Her expertise helps leaders and bosses refine their hiring, coaching, and management practices and achieve their intended results. Along the journey, she has guided the creation of three millionaires and numerous six-figure earners, all while championing those ready to elevate their game to new heights.

Secrets to Achieving a Successful 2025

January 13, 2025 by Jeannette Seibly

“What are you doing differently to get the results this year?” Jeannette Seibly

A new year has begun! While some of you as leaders and bosses may be excited, others dread it and hope it’s not another year like last year!

What are the secrets to moving forward and achieving a fabulous year?

No, it’s not creating more resolutions!

It’s expanding your leadership!

Keep reading …

Secrets to Expanding Your Leadership

Be Curious. Take time for reflection on what you really, really, really want to achieve this year for yourself! Expand and think bigger than your normal way—playing small and safe won’t get you a promotion, pay increase, or new job opportunities. Expanding your curiosity requires hiring the right executive coach and doing the work!

Seek Feedback. While you may hate to hear others’ opinions, thoughts, and feelings (most people do), discovering your leadership blind spots is priceless. Suggested questions: “When you think of me, what are my strengths?” “What are one or two areas that you would recommend I improve on?” “Anything else you’d like to say?” Remember, you’ve asked them for their feedback. Do NOT debate. Instead, ask open-ended questions to delve deeper if you desire to do so. If you really want to expand your leadership savvy, do this.

Know Thy True Self. Yes, many people believe they already do. Interestingly, they know themselves by how they want to be seen … not by who they really are (and how others see them). In this era of desired authenticity, knowing your inherent strengths and how to work with these traits to minimize weaknesses is important. This expands your influence and encourages others to listen to your ideas.

Seek Resolutions. Conflict and disagreements can create havoc with your team and your future, especially if you’re someone who likes to sugar-coat the issue or deny the issue exists. Your job as a leader is to help others grow and develop. It starts by having people discover “why” there are differences and how to use critical thinking skills. Learn to expand your results and resolve the situation instead of having the focus on someone’s personality!

Develop Good Working Relationships. You don’t have to love your boss or employees. However, you do need to focus on their positive qualities and learn how to work with them for your success. I’ve worked with many leaders to develop and expand this skill — it made the #1 difference in their success.

Dial Up Your Humbleness. Yes, egos have a way of getting in the way of your success! To avoid burnout, ask for help! Use your coach, boss, and team to improve and expand (or simplify) your ideas for workability.

Self-Care. When you feel overwhelmed by people and situations, breathe! Sounds simple but it’s not automatic it naturally calms you down. Take a walk. Talk it out privately with a confidant. Again, be open to feedback that you may not want to hear. Being a great leader requires expanding knowledge, confidence, and abilities.

Hire a Coach. ALL successful leaders have coaches! Take the leap and hire the right one now!

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, boasts over 32 years of hands-on experience. Her expertise helps leaders and bosses refine their hiring, coaching, and management practices and achieve their intended results. Along the journey, she has guided the creation of three millionaires and numerous six-figure earners, all while championing those ready to elevate their game to new heights.

Internal Mobility Creates Profitable Companies

December 9, 2024 by Jeannette Seibly

“It’s tough when markets change and your people within the company don’t.” Harvard Business Review

Many employees are staying longer with their current employers, but this doesn’t necessarily mean they are happier (also known as the Great Detachment—employees who are unhappy but not leaving, according to Gallup). In fact, many are simply waiting for new jobs elsewhere. The significant reasons? Many companies are failing to provide professional development and opportunities for growth.

Promoting internal mobility is a key strategy for retaining employees, enhancing both company agility and profitability. Leaders should leverage their employees’ skills by facilitating their movement into new roles and opportunities within the company. Internal mobility can include lateral moves, promotions, project-based roles, and taking on new responsibilities.

By creating a company culture that builds on and utilizes existing skills and knowledge, your company can be ready for change and profitable growth!

Steps to Make Your Company Ready for Internal Mobility

Update Current Policies and Practices

Review existing policies and identify gaps that make it difficult for employees to apply for and get different jobs within your company. Instead of requiring a long list of skills and experiences, focus on their accomplishments. For example, ask them to describe a recent project where they and their team produced intended results.

Create Career Pathways

Not everyone wants to be a manager of people, yet this is often the only way employees can get a pay increase. Instead, utilize their experiences by building different career ladders or pathways. Use a qualified job fit assessment to focus on employee strengths and actual interests. For example, placing someone who excels with numbers into accounting may not be beneficial if they have no interest in accounting or finance.

Train and Develop Your Leaders

Many leaders hold their positions due to their expertise in finance, technology, or operations, but they may lack people development skills. Hire coaches for these leaders and focus on developing them to develop others.

Address Cultural Resistance

Some managers and employees resist internal mobility. To overcome these blocks, understand why. For instance, some companies base career mobility on length of service, which is not always indicative of effectiveness or ability to learn new skills. Address this type of resistance by emphasizing skill and performance over tenure.

Address Skill Gaps

Everyone can be a leader without a title, but it requires leaders to allow employees to work without micromanagement. Encourage employees to share ideas and take initiatives to close skill gaps. Provide workshops, one-on-one coaching, and training programs in communication skills, critical thinking, teamwork, and project management to prepare them for internal moves.

Build a Talent Pipeline

Encourage employees to participate in small-group and company-wide teams, as well as trade and professional associations. These opportunities broaden their awareness and help them learn new skills. When new positions arise or employees leave, look first at your talent pipeline to fill these roles. This saves time and money, while increasing your company’s agility and profitability to meet new market demands.

Jeannette Seibly is a Talent Advisor/Leadership Results Coach with over 32 years of practical experience guiding leaders to improve their hiring, coaching, and managing practices and achieve amazing results. Achieving business success always starts with having the right people in the right jobs. She has been an Authorized PXT Select® Partner for over 33 years. Contact Jeannette to learn more about state-of-the-art job-fit assessment tools or how to coach and manage your people to achieve incredible results.

A Note from Jeannette: Developing internal mobility in your company increases agility and improves the bottom line. What does it take? What are some of the issues and challenges that must be addressed? This week’s article covers common, yet overlooked, areas that need attention. Contact me for a confidential conversation to resolve what seems unresolvable.

Now is the time to get into focused action! Are there days you dread managing your people, projects, and team’s financial performance? You’re not alone! Everyone has those days. But continuing to hide behind excuses only hurts you and your future promotability. I have extensive experience guiding leaders to hire, coach, and manage their teams successfully, including helping you get out of your own way and working effectively with your team to achieve the required results. Contact me to learn more about my in-depth, one-on-one, customized coaching programs.

Prevent Poor Results: Proactively Address Bad Behavior

December 2, 2024 by Jeannette Seibly

“Bad behaviors in the workplace need to be addressed before bigger issues are created.” Jeannette Seibly

As a boss/leader, it’s important to address bad behavior before it impacts or hurts results for the company, client, and team.

Waiting and hoping the issue(s) will resolve itself is not a proactive strategy.

This lack of initiative usually backfires and will escalate into a bigger workplace issue that now costs time and money. Even worse, top talent and clients start leaving. Note: This article is focused on a team member, not the entire team. Contact me for help to address bad team behavior.

Proactive Steps to Resolve Bad Behavior

Be Aware: Pay attention to all of your team members’ behaviors, such as being late, dismissive of others’ ideas, and causing conflicts with team members and others. Is this a one-time occurrence? (There may be nothing to do depending on the severity of the behavior.) Or has it happened more than once? (It’s time to address.)

Talk 1:1: Schedule a meeting to discuss your observations and include any feedback you’ve received from others. Be sure that the meeting is confidential (not in your office) and is free from interruptions.

Express Concern: Start the conversation by expressing genuine concern for the well-being of the individual.

o “I’ve noticed some changes in your behavior recently (be specific: arriving late to meetings, argumentative), and I’m concerned about you. Is everything okay?”

Use Open-Ended Questions: This encourages the person to share their concerns and feelings. Be sure not to judge or fall into the “Ain’t it awful” trap.

o “What’s been going on lately that is causing this behavior?”

Listening and Understanding: Actively listen without comments. Silence works wonders if the person doesn’t respond or appear to understand.

Provide Support by Identifying Needs: Never assume you know what needs to be done. Ask the team member for what type of help s/he needs. This could include counseling services, additional training, or adjustments to their workload. If there is an issue with the team leader or another team member, resolve it without embarrassing the person you’re talking with (e.g., hurtful comments, ideas not being heard). If their role on the team or in their job isn’t working, it may be time to use a job fit assessment to determine how to restructure their work responsibilities.

Set Clear Expectations. Use straight talk when outlining the expected behaviors and performance standards. Together with the team member, create an action plan with specific and achievable goals, along with deadlines.

o “Let’s discuss what’s expected in terms of behavior and performance so we can work towards improving the situation together.”

Follow-up and Monitoring. It’s up to you to check in and monitor progress while providing the support required. This is where many bosses/leaders fail to make a positive difference. Use the Sandwich or Direct approach depending on the person … make sure it is constructive. Note: If there are the same excuses each day/week, it’s time for a come-down-to-reality conversation and a revised plan of action.

o I’ve noticed positive changes in your behavior, and I appreciate your effort. Let’s continue working on the remaining areas.” OR
o It’s been several weeks and there hasn’t been notable progress. Let’s review the plan and see what changes we need to make.

Encourage Feedback from Others. Have an open door where team members can share their concerns. But don’t fall into the trap of agreeing with every nuance that occurs (e.g., perceived slights, concern about others sharing off-the-wall ideas) – people are human beings – and are not perfect. Focus on performance and not personalities.

o I’ve found this process to be extremely useful and eye-opening in bringing together a team and overcoming biases and judgments. Use a job fit assessment for all team members and contact me to conduct an effective team debrief. Then, encourage each person to meet with another one to review the results. This process fosters open communication.

Appreciation Works. Remember to express your appreciation to each and every team member … this can make a big difference in modifying people’s behaviors.

o For additional training, use the “Get Your Brag On!” to guide employees to recognize their impact and successes.

Jeannette Seibly is a Talent Advisor/Leadership Results Coach with over 32 years of practical experience guiding leaders and bosses to improve their hiring, coaching, and managing practices and produce amazing results! And yes, achieving business success always starts with having the right people in the right jobs! She has been an Authorized PXT Select® Partner for over 33 years. Contact Jeannette to learn more about these state-of-the-art job-fit assessment tools or how to coach and manage your people to achieve incredible results.

A note from Jeannette: It can be difficult to address bad behavior … most bosses/leaders ignore it and hope it will resolve itself. The problem? It rarely gets better on its own and usually costs lots of time and money. Even worse, you will lose top talent and clients the longer it’s not addressed. This week’s article provides a proactive approach to address the issue now. Contact me with any questions – we can address how to resolve what seems unresolvable.

Now is the time to get into focused action! Are there days you dread doing what is needed to manage your people, projects, and team’s financial performance? You’re not alone! Everyone has those days! But continuing to hide behind excuses only hurts you and your future promotability. I have extensive experience and wisdom guiding bosses and leaders to hire, coach, and manage their teams successfully – this includes getting you out of the way and working with and through people effectively to achieve the results required. Contact me to learn more about my in-depth, one-on-one, customized coaching programs.

The Secret to Overcoming Team Resistance

November 21, 2024 by Jeannette Seibly

“Use a compassionate no-nonsense approach when teams are resistant to change.” Jeannette Seibly

There are many ways to overcome team resistance … but the secret is to strengthen your ability to communicate effectively.

Managing teams that are resistant to change requires patience, empathy, and clear communication. By understanding the root causes of resistance, involving your team in the process, and providing support and resources, you can create the intended results and a process that motivates the team to do more.

Use Effective Communication to Address Resistance Constructively

Use a compassionate no-nonsense approach. This approach blends empathy with clear, direct communication. This style is effective in leadership and interactions as it respects others’ feelings while maintaining focus on results.

• Have empathy (the ability to understand and share the feelings of another – Oxford Dictionary) and be clear by actively listening and engaging with concerns.
• Be direct in your expectations, feedback, and decisions.
• Hold team members accountable by acknowledging feelings.
• Offer support and resources, yet be firm in setting boundaries (e.g., timetable and budget).

When offering new ideas, take responsibility for how you share them. Remember, you’ve been thinking about these changes for a while. It may be the team member’s first-time hearing about them. Hence, resistance. Talk straight in a no-nonsense way. Don’t be cutesy and make jokes to communicate your point … also pay attention to microaggressions you may not be aware of saying. (Talk with your executive coach to distinguish them.) Stick with the issue being addressed and why the change is necessary. Don’t be afraid to hear others’ suggestions, but don’t get bogged down and take the team off-track.

Beware of the “I’m confused” default response. Yes, some employees default to confusion when they resist change or need to step out of their comfort zones. They use this excuse to not be held accountable … why? It works! First, talk with your executive coach to ensure you are clear on how to best present your ideas or suggestions. Use a job fit assessment for objective feedback. If this “confusion” happens frequently, the person may be in a job that isn’t a good fit. For example, if you place a technical person into a customer service role, they may lack the required mindfulness when interacting with people on a frequent basis. (They are actually confused.)

Build trust by being consistent and leading by example. When team members fear playing a bigger game, there will be a lot of resistance! Are you leading by example? Are you willing and able to listen and talk through the concerns without disrespecting the team? Do you allow others’ fears to diminish achieving the goal? (Hint: Goals should be ten words or less and stretch you and your team from where you are now.)

Get back to basics through training … it is critical. Provide ongoing training … one and done does not work when guiding team members to expand their communication, critical thinking, and technical skills (and your communication and leadership skills). Remember, be patient … small steps will always lead to significant gains.

A note from Jeannette: Team resistance to new ideas or ways of doing their work can be challenging as a boss/leader. A compassionate no-nonsense approach works best since it includes empathy and talking straight. Contact me to start a confidential conversation and address how to resolve what seems unresolvable.

How to Acknowledge Fears Due to Uncertainties

November 18, 2024 by Jeannette Seibly

“It’s important to keep moving forward responsibly during the uncertainties being experienced right now.” Jeannette Seibly

While uncertainties are a natural part of life and can be challenging, they also offer opportunities for growth and adaptation.

There are many uncertainties today due to natural disasters, economic and political confusion, and global impacts. These often elicit fears – fear of change and fear of the unknown. As a boss/leader, it’s essential you acknowledge your own fears and manage them first. Your reactions can encourage innovation, business growth, and new systems … or keep you and others stuck in fear.

Fear is contagious! Don’t disregard your own! (Yes, I’m repeating it since many bosses/leaders fail to acknowledge their own fears!)

• Take the time to talk with your executive coach and stay in action moving forward.
• Use a job fit assessment leadership report to uncover your leadership blind spots … during times of uncertainties, people are more sensitive to your words and actions.
• Keep up-to-date on any industry, business, and company changes, no matter how small.
• Focus on moving your team forward and keeping them engaged. Remember, team members will mimic how you handle these challenging moments of uncertainty.
• Do your homework, admit to not having all the answers, and talk straight.

How to Acknowledge Fears Responsibly

Acknowledge your fears privately. Acknowledge your fears and treat yourself with compassion. Take time for self-reflection. Answer, “What is keeping me awake at night?” Start a private journal (for your eyes only) to address your actual concerns and possible solutions. Also, write down new insights and opportunities that pop up – no matter how off-the-wall they may seem.

Share your concerns appropriately and responsibly. Recognize situations or thoughts that trigger your reactions. These may be unrecognized biases and fears. Acknowledge that they are natural and normal human responses that everyone experiences. But don’t hang onto them. During team meetings, set aside fears and create a “What if …” time for new ideas to flow. Stay away from “How to do it” – that comes later after the brainstorming phase.

Focus on what you can impact. With your team, develop a plan that will provide a sense of direction using new strategies. Set manageable goals by breaking down milestones into small, achievable steps. These “wins” are essential.

Don’t step over acknowledging others’ contributions. Appreciation can minimize others’ fears of change and uncertainty which cause anxiety and impact performance. Share your own fears and growth appropriately and with brevity.

Practice mindfulness. Be aware of words and attitudes (yours and others) that get in the way of team members and others feeling that they are part of the process. Stay present during conversations and other interactions, especially about any issues or team conflicts. Get them resolved immediately. Remember, breathing practices can help calm the mind, alleviate feelings of fear and indecisiveness, and improve the quality of win-win-win outcomes.

Stick to the facts and use numbers/metrics to de-escalate any upsets. Speak responsibly and factually. Don’t be afraid to say, “I don’t have an answer at the moment.” This builds trust, credibility, and influence. If you engage in hyperbole, your board, team, or client will stop listening and trusting you. Remember, what you say and do will be repeated and possibly recorded.

Stay connected. Again, don’t attempt to go it alone. When confronted by a problem, talk it out with your executive coach, one or two trusted confidants, and with your management team. (Don’t post on social media!) Also, attend trade, industry, and professional meetings — these can provide insights from shared experiences and give a sense of community, making it easier to cope with uncertainties while pursuing new opportunities.

A note from Jeannette: Fear due to change and uncertainty is contagious! As a boss/leader, it’s essential to take care of yourself and your team dynamics during times of uncertainty. This week’s article addresses considerations to guide you and your team to move forward and address the natural fears that are arising at this time. Contact me to start a confidential conversation and address how to resolve what seems unresolvable.

How Do You Prevent Being Derailed as a Boss or Leader?

November 11, 2024 by Jeannette Seibly

“Be open to knowing you don’t know everything – especially as a boss/leader.” Jeannette Seibly

While studies cite the lack of confidence and accountability as to why many bosses/leaders fail, too often, the culprit is that bosses/leaders are know-it-alls, and this attitude causes poor communication!

As a result, these bosses/leaders talk too much, alienate others due to poor listening skills, and miss hearing important information. How familiar does this sound regarding your experiences with a boss or as a boss?

The challenge is accepting that you don’t know everything and adjusting your attitude when people are talking. It starts with your communication style.

Communication Skills to Prevent Career Derailment

1. Adjust Your Expectations. When a team member, co-worker, or boss talks, listen! Adjust your usual listening from “I’ve heard this before” to “What can I learn?” – even when you’ve heard it before!

2. Be Aware of Your Actual Strengths and Weaknesses. Understanding yourself requires using a qualified job fit assessment. Otherwise, most assessment results will show how you want to be seen – but NOT how others see you (this is critical since people want to work with bosses/leaders they can trust)! Until you have this information, you may communicate in a manner that is not you – alienating others from listening to you. Work with an executive coach to address your communication blind spots.

3. Develop Your Business Acumen. It’s time to discuss numbers, results, and the bottom line. Be sure you’re talking facts by understanding what the numbers, results, and bottom line represent, not how you “feel” about them. Others stop listening if you use the word “I feel” too often.

4. Develop Emotional Intelligence (EI). Manage your emotions and develop compassion as you address people, technical, and financial challenges. You will develop confidence by listening more than talking and focusing on results instead of buying into the “it won’t work” mindset. Encourage everyone to talk through conflicts, difficult conversations, and factions, not avoid them.

5. Stay Informed and Open to Learning. This is a superpower! You must keep up with industry and professional trends and changes. Listening, reading, and asking questions is the best place to start. Then, have conversations with industry experts — you will make better decisions and speak knowledgeably when addressing competitive issues and leveraging data.

6. Empower Your Team Members. You can empower your team members through your listening and asking open-ended questions. This encourages them to bring solutions when there is a problem instead of relying on you for the answers.

7. Address Issues with your executive coach and industry mentor. Get the facts and do this before making decisions. Learn how to create win-win-win outcomes by listening more than talking and setting aside your ego: “I already know/did this.” Instead, ask, “What am I missing?”

8. Get Your Brag On! When done correctly, bragging builds confidence and the ability to influence others. Remember to develop your ability to use your brags to pitch, negotiate, and sell your ideas.

A note from Jeannette: Many bosses/leaders today are unaware of how their communication style, poor listening habits, and being a know-it-all can hinder their success. Often, it causes career derailment. Need guidance to improve your communication as a boss/leader? Contact me.

How Well Do You Really Listen?

November 4, 2024 by Jeannette Seibly

“It feels great to be heard.” Jeannette Seibly

Communication is a boss/leader’s superpower. It enhances their credibility, influence, and ability to achieve intended results.

Yet, many of you do a poor job of listening for various reasons.

Your excuses or reasons could include:

• “I don’t have time.”
• “I’ve heard this from others or the same person several times.”
• “I don’t care.”
• “If they would just do their job and stop making it more complicated than it is, we wouldn’t keep having these conversations.
• “I expect others to do their work and not make my job more difficult.”

While seeing these excuses in black and white can be off-putting, all bosses/leaders experience these feelings — some more often than others. But as a boss/leader, you don’t have the luxury of not listening! Failing to listen can and will come back to haunt you.

Remember, when employees feel heard, it increases their loyalty and trust in you as their boss/leader!

Let’s Dig Deeper into Why Employees Do Not Feel Heard

Instead of making needed changes, you make excuses. This could have been a great opportunity to build on a new idea by listening to the employee sharing the idea! Sometimes, all it takes is listening and not doing anything. The solution is asking open-ended questions and listening!

Recommendation: Ask them to create a written plan. Now, they feel heard. Review the plan! Offer suggestions for improvement. Then, do what is necessary to make the needed changes. PS: Don’t forget to acknowledge their efforts along the way!

You turn any problem or challenge around and blame the employee. “You need to stay focused on your own job.” (Or some variation of this.) Employees don’t feel heard and valued because you are defensive and take problems personally.
Recommendation: When an employee points out an issue, investigate. While it may not be a big problem, there is a good chance it will become one. What can you do to be proactive? This encourages employees to let you know when things are amiss, saving time, money, and your career.

You’ve not dealt with a recent failure, mistake, or personal setback. Grief is sneaky. It can shade your ability to listen to what an employee (boss or board) is really saying. You may overreact due to unaddressed feelings or denial; the employee feels you aren’t listening and overreacting to what they are saying.

Recommendation: Remember, your feelings come from within you; some conversations may trigger negative responses due to unresolved issues. Talk with your coach about how to handle these challenges. Talk with a grief counselor/therapist now to work through the emotions that will inevitably pop up!

Note from Jeannette: Are you a good listener? Many bosses/leaders would say, “It depends.” It’s important to listen – especially when you don’t want to do so. It will save time, money, and your career! Let’s talk now and address your communication concerns—before it’s too late. Contact me!

It’s Still Crucial to Develop Quality Human Interaction Skills

October 28, 2024 by Jeannette Seibly

“Quality human interaction is a major reason companies succeed along with their newest technology.” Jeannette Seibly

Sadly, companies today are hiding behind their technology instead of training employees in basic customer service and communication skills.

Recently, a woman went to a major pharmacy for her annual vaccines. Although a sign stated, “Try This New Check-In,” she went to the counter to check in since no one else was in line.

Thirty minutes later, the woman is still waiting. The four other people waiting were being served first because they used the “New Check-In” QR Code. They were frustrated because there was a problem with their vaccine orders and told the pharmacist to allow the woman ahead of them to go first. The pharmacist and assistant ignored all of them.

When an older man arrived for his vaccines 40 minutes later, he went to the counter to check-in. The assistant insisted he sign in using the QR code. The problem was he had to return to his car to get his phone, causing an unnecessary inconvenience. This was poor customer service.

At this point, the woman spoke with the store manager. When the store manager apologized, the woman responded, “The biggest issue wasn’t the wait; it was the disrespect and lack of human interaction that was so frustrating. While technology is important, it should never overshadow the value of human interaction.”

Did you know that people will drive further to buy and pay more for identical or similar items when they can talk with a human rather than AI?

As bosses, you must develop all your team members to be responsible for good customer interactions and responsiveness.

Great Customer Service Requires Ongoing Training

Train for Basic Communication Skills. Too often, team members train their people in technology, finance, and mechanical operations. Unfortunately, they fail to include essential interpersonal (verbal and non-verbal communication), respect, and emotional intelligence skills. This has become a big issue since companies opt for technology-based customer interaction to save money. But does it really?

Many people today “talk” via “texts,” “emojis,” and other “social media posts.” They are at a loss to respond to people when situations require human interaction. Instead, they choose to say nothing or make inappropriate comments or gestures, worsening the problem and increasing the possibility of the customer never returning. Provide workshops, podcasts, and other training opportunities. Hold bosses and leaders accountable for using these skills, too.

Quality Work Means Doing Complete Work. Hiding behind emails and texts and failing to do the quality of work required (e.g., minimum work, being late, and doing sloppy work) will have your customers looking at your competition! Apologizing for poor quality, promises not kept, and long wait times are essential. But relying on apologies instead of improving quality issues and time delivery problems is a critical mistake! Have weekly (or daily) meetings to keep your team updated with any changes. Expect them to work collaboratively and respond appropriately to different customer(s) situations.

Address Issues in Real Time. When a person is responsible for customer service and using technology, it can feel challenging to do their best job when someone is waiting, especially an impatient person. Team members will default to their natural way of talking with others (which can be problematic). This needs to be addressed immediately before others follow suit. One company lost a major national contract when allowing their service reps to make wildly inappropriate comments.

As bosses, we must train all our employees to be customer service-focused and ask, “How can I help you? Then, follow through.”

Update Training and Make It Ongoing. While training should include routine procedures, it must also address those exceptions that will pop up. Expecting everyone to learn and remember after one or several training sessions isn’t being responsible for ongoing training! People will forget about 50 percent after each session, especially if the boss and co-workers fail to use the skills appropriately. Poor training creates a poor reputation for the company. Provide certificates and other acknowledgments to reinforce the importance of good customer service results.

Remind team members that their customer service attitude will determine the quality of their day and enjoyment of their job.

Jeannette Seibly is a Talent Advisor/Leadership Results Coach with over 31 years of practical experience guiding leaders and bosses to improve their hiring, coaching, and managing practices and produce amazing results! And yes, achieving business success always starts with having the right people in the right jobs! She has been an Authorized PXT Select® Partner for over 32 years. Contact Jeannette to learn more about these state-of-the-art job-fit assessment tools or how to coach and manage your people to achieve incredible results.

A note from Jeannette: Bosses, when you rely on AI and other technology to handle customer concerns, you’ll lose customers! Quality human interaction is still required, and so is developing all your employees to use these critical communication skills. You never know when an off-handed comment or gesture can cause a customer to fire you. Contact me.

Now is the time to get into focused action! Are there days you dread doing what is needed to manage your people, projects, and team’s financial performance? You’re not alone! Everyone has those days! But continuing to hide behind excuses only hurts you and your future promotability. I have extensive experience and wisdom guiding bosses and leaders to hire, coach, and manage their teams successfully – this includes getting you out of the way and working with and through people effectively to achieve the results required. Contact me to learn more about my in-depth, one-on-one, customized coaching programs.

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