You May Be the Reason Your Employees are Job-Hunting

I know managers and leaders work hard. The number of important decisions that need to happen in a day are staggering. But I firmly believe that there are few decisions more important than those relating to your people (i.e. your talent).

It is your people who make the important connections with your customers, improve your processes, invent new services and do most everything the organization needs to thrive. What are you doing to ensure you are building a strong and supportive relationship with each? If you’re not making this a priority, the truth is that your top talent is likely job-hunting.

Stop and notice how you interact and treat your people. If you are doing any of the following, there is a good chance your best employees are job-hunting:

  • Not treating your employees as people, but instead as resources used to achieve your goals.
  • Forgetting to applaud exceptional work and instead only finding fault and highlighting shortcomings.
  • Losing your cool instead of managing your emotions.
  • Telling, controlling and directing instead of asking, guiding and coaching.
  • Not taking the time to know who your employees are – what they are good at, interested in and what matters to them – and using that information to build better and more authentic relationships with them.
  • Not providing supportive or corrective feedback in a way that helps your employees do more great things and improve and grow where and when needed.

The greatest resource an organization has is its people – their knowledge, passion, experience and commitment. It is a requirement of all leaders and managers to look in the mirror and assess what is working and not working in the way they connect with and activate their employees. If it is ineffective, they are likely encouraging their employees to leave.

Remember: people quit people before they quit companies. In a low unemployment workplace, organizations are poaching great talent from average companies. Managers and leaders who don’t build and sustain strong relationships with their employees become victims of poaching. 

Take Action
Spend time with three of your best employees. Get their fair assessment of the way you manage, lead, engage, activate and inspire them. Don’t refute their comments; simply appreciate the feedback and improve what needs improving. Without this exercise done periodically throughout the year, you will find yourself spending your time hiring their replacements.

By Jay Forte

Consider reading How to Get The People Thing Right for Your Business

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How to Get the People Thing Right for Your Business

We all want to work in a place where every employee feels appreciated and valued. Where employee education is encouraged. Where high-performing employees are the norm. Yet for many, it seems more a fantasy than reality. Why is getting the people thing right so elusive? Because we are stuck in old unproductive habits about employees and we are not using some important lessons from other parts of the business.  

Let’s first focus on customers. You can’t get it wrong for a customer – their loyalty is important to your business success. To ensure you don’t get it wrong for your customers, you have to get it right for your employees.

There are three, non-negotiable areas every organization has to get right before you can add the something extra: hiring, workplace culture and management.

Hiring – Bring in the right people. Get your approach to hiring right by having a process that focuses on consistently hiring people who are capable and successful doing what the job requires. This shows in how you define what the job does and the attributes of someone who can do it well. This shows in building a non-conventional sourcing strategy that includes both actively searching for talent and to become an employer of choice so the best find you. This shows in changing how you interview so your interviews are prove-it-to-me events, ensuring you are clear of the candidate’s strengths and liabilities. Updating your approach to defining, sourcing and interviewing is key to bringing in the right people. They can’t perform well if they are in roles that do not connect with their abilities and interests, or if it doesn’t help them develop their potential.

Workplace culture – A workplace that values, develops and engages. Get it right by providing a workplace that takes the well-hired employees and engages and empowers them to learn, grow, own their performance, contribute and make an impact. This can include ensuring:

  • Employees have the tools and resources needed to do their jobs well.
  • Employees are clear of their performance expectations. 
  • Employees receive recurring performance feedback that focuses on applauding good performance and improving areas of challenging performance.
  • Employees are routinely involved in skill and career development.
  • The workplace is accepting, supportive and collaborative (psychologically safe) by refusing to accept cliques, gossip, mocking, ridicule or put-downs.

Management – Have managers who think and act like coaches by guiding, supporting and encouraging instead of directing, controlling and telling. Get it right by training your managers to think and act like coaches who know how to build strong, supportive and development-focused relationships with employees. Help your managers develop greater emotional intelligence (greater self-awareness and self-management) to prepare them to create and sustain stronger and more effective relationships. This extra attention and effort managers make in their relationships is a driver of greater employee engagement and retention.

Make it your purpose to hire wisely, build an employee-focused workplace culture and train your managers to build better working relationships by helping them shift from managing to coaching. People – your people – will continue to be the greatest workplace challenge until you learn how to get it right. And until you get it right for your people, you are also challenging your ability to get it right for your customers.

Make getting the people thing right your key focus in 2020 because as your people go, so do your customers. And, as your customers go, so goes your business.

By Jay Forte

Consider reading 3 Reasons Why Your Best Employees Will Leave you (and What to Do About It)

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How Much Money Did I Make?

Most of us are in business to make a difference in something that matters. It may be making a difference in the health, life or happiness of another. It may be making relationships stronger, driving safer or even making the planet healthier. We do the work because it makes a difference.

At the same time, we are also in business for the money. We use the business to help support a lifestyle that matters to us. That means that we have to know our numbers – what creates them and how to use them to make wise decisions.

There are a few ways looking at the numbers can help us be better at business. The Income Statement, for example, allows you to organize the numbers to serve as a scorecard. This helps you literally visualize how your business is doing; the numbers are the financial representation of the quality of your decisions. You can use your Income Statement, when it is laid out wisely and the numbers in it are accurate, to get it to tell you a lot about your businesses – sometimes things you can’t see.

Numbers are critical to business success.

Business coaching is not just about hiring wisely or managing dysfunctional teams. A big part of what I do with my clients is to help them better understand the Income Statement to access its value and its power. As a previous financial executive, I help organizations see potential from their numbers. Here is what I share:

  1. Learn the structure and flow of the Income Statement and align it to your business. Your business should dictate the way you create and manage your Income Statement. It should include income and expense captions that are both meaningful to the business and able to be used to understand the business. Follow the basic format of your industry. For example:

    Net Sales – Cost of Sales = Gross Profit
    Gross Profit – Selling and Operating Expenses = Operating Income
    Operating income – Interest and Taxes = Net Income

    Using this basic layout will help you clearly identify the income and expense captions that belong in each area. Pro tip: once you set it up, keep it consistent from period to period. This will help you have Income Statements that you can compare year to year because the components in each caption are the same.
  2. Ensure your numbers are accurate by creating and supporting consistent operational policies and procedures. Numbers that are inaccurate or numbers that are put in one account one month and in a different account in another month make the numbers meaningless. Accuracy is critical. Create procedures to record expenses, bill customers, give credits, pay invoices and issue payroll, among the other things a business does, then train your people how to do it accurately and well. Garbage (i.e. meaningless numbers) entered into the Income Statement leads to garbage out.
  3. Spend time with the numbers to get them to tell you their story. Numbers aren’t just a scorecard; they are also a storyteller. Your numbers, when you use them and review them can help you assess whether you pay too much for product, labor, services, insurance and even subcontractors. Your numbers can tell you how much you have to bill to cover your expenses and what amount of sales dollars each employee brings in. The options to dig into the numbers to get them to expand what you know about how you are doing are limited only by your creativity. Get in the habit of reviewing your numbers for what they tell and don’t tell you.

By creating a process to record your income and expenses in a way that is accurate and meaningful encourages better understanding of the decisions you made that generate the results. Train all of your employees to be effective at using numbers and understanding and managing how they impact your Income Statement. They can’t improve what they don’t know, so get good at sharing the meaningful income and expense captions on the Income Statement.

By Jay Forte

Consider reading Pay or Purpose – What Really Activates Employee Performance?

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Great Job Candidates Won’t Wait

The best job candidates won’t wait for your slow hiring process. Sure, it makes sense for your hiring process to be thorough and methodical. After all, you are adding talent to your organization and talent is key to your ability to drive performance and achieve goals.

However, today’s fast-paced world demands that your hiring process be both effective and efficient; it must move quickly because the best talent rarely stays available for long.

Here are 4 steps to increase the speed of your hiring process without sacrificing the quality of your new hires.

  1. Build a performance profile on every role in the organization. A performance profile clearly defines the tasks and expectations of the role, as well as the attributes required to do the role well (talents, skills, education, experience). Having the performance profiles completed means you’ll always be ready to source talent for an open role and be clear about what is required to be successful in the role. In short, you will know what the role does and who fits.
  2. Create the interview structure for each job. Using the performance profile as your starting point, define the attributes you want and need to assess to determine a candidate’s fit for the role in your organization. Build an interview using segments, where each segment defines what will be assessed, by whom and for how long. In the segments that use questions, create the questions to ask. In the interview segments that use activities, define the specific activity. Defining and preparing these in advance gives you the ability to quickly activate them when a strong candidate appears.
  3. Train the interview team. Yes, everyone is busy with their regular work, but your employees are key players in accurately assessing job candidates. Help your team understand the impact of hiring quality talent and train them how to do their specific part (i.e. segment) of the interview process. Pro tip: splitting up the interview segments encourages employee interviewers to make time when they are needed because one person or role is not leaned on too heavily. They have clear guidance in what to ask or do, and what specific attributes to be aware of or assess for. Dividing the interview into segments and limiting employee participation to a segment or two, encourages a faster (and more dynamic) response.  
  4. Share the hiring process with your candidate. Be up front and clear about your process and the components the candidate will participate in. Stay in constant touch with the candidate. Keep them informed of schedules. Value their time by keeping your interview to its scheduled time. Live to your word. Be sure your hiring process models your workplace culture in the way you connect and interact with the candidate. Document your full candidate hiring process and the time the hiring team will meet to share their comments about each candidate. Urgency and transparency matters.

The low unemployment rate has the workplace back in a war for talent. So, when a passive job candidate becomes an active job candidate, it is important that your hiring process isn’t the reason you lose good candidates. Remember, most great candidates are already interacting with other organizations.

Take Action
Commit to a sound and efficient process that lets you connect with candidates, efficiently gather information, and accurately assess abilities, respond to questions and make decisions quickly. Great people don’t wait. Be sure your hiring process is effective AND efficient to be responsive to today’s workplace.

By Jay Forte

Consider reading 3 Ways to Win in the War for Talent

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This article first appeared on Vistage’s Talent Strategies Network on January 21, 2020.

Taking Advantage of Holiday Networking Events to Advance (or Change) Your Career

Your job plays a big role in your life. It’s the way you earn money to afford to live the life you want. It has the potential to create great experiences with colleagues and in the work you do. But it also has the potential to weigh on you, whether it’s working with a challenging boss or client, or realizing the job you do is not aligned to things you really care about.

As we approach the end of the year, you will likely have the opportunity to attend many holiday events that can be great places to network. So, whether you are attending your organization’s event or events supported by your industry, friends or family, it can provide you the opportunity for you to share your abilities, interests and goals with others. Remember that the people you meet professionally and socially at these events have the potential to connect you to new opportunities, expand your thinking about new options or directions, or provide you with contacts who may be searching for someone just like you.

With the expanded contact you will have at this time of the year, both in and out of your organization, consider these tips to get the most out of your networking efforts.

  1. Ask more than tell. Asking questions engages and involves people in a conversation, especially when those questions are genuine questions about getting to know others. Though networking events are designed to be focused on jobs and roles within an industry, attendees still have lives outside of work. Ask about their family or pets. Ask about what they like to do outside of work. Ask about any recent trips they’ve taken (for work or personal). Sometimes, these questions can inspire greater conversations that otherwise may not have happened.
  2. Be an active listener. Networking events are often touted as intimate events giving attendees the chance to meet others in the industry and connect with their peers. But networking events are considered parties for a reason. There are frequently lots of people and the combination of loud voices and loud music make it challenging to hear – let alone have – a conversation. So train yourself to be an active listener. Listen for key pieces of information when you connect with someone, including their name, where they work and what they like to do for fun. This not only helps you connect with people at a more human level, but it also opens the door for greater conversation opportunities when there is a potential to connect through mutual interests outside of work. And always remember to get their business card before you leave. Not only will this help you find them on any relevant social channels later, but it also gives you a cheat-sheet of sorts where you can write down any interesting conversational tidbits you gathered during your time with them.
  3. Know who you are.  If you were to tell someone your top three strengths – without any advanced preparation – would you know what to say? Could you deliver those three strengths with great confidence and without stumbling? What are you passionate about? What goals have you created for yourself for the new year? Many people move through life on autopilot, doing the work assigned without much thought as to the impact it has in the long run, both for the organization and for each unique person. Take some time before any networking event to revisit your list of abilities, interests and goals. You may only have a brief moment to share this information with someone else. Be sure you know how to deliver it in a concise and memorable way.

If your company, industry, friends or family host a holiday networking event, take advantage of it! You’ll never know who you’ll connect – or reconnect – with and what opportunities may present themselves as a result. To make the most out of your time there, be prepared to share who you are and what is important to you, but more importantly, be prepared to actively listen to whatever information is being shared with you. Listen for new ideas and opportunities. Listen for what great people are doing and contributing. Listen for what is new and exciting. Expand what you think about, consider and who you spend time with. Your world will increase and with it your opportunities and the ability to show up as your best self.

This article first appeared on The Ladders on November 20, 2019:

By Jay Forte

How to Help Your People Improve

There is a lot on your plate. What happens on a daily basis at home, combined with the ever-evolving experience at work, can be a lot to manage. Take a look at work, specifically. The general description “work” has become more complicated and complex; few days at work are the same as the day before.

So, how can you keep your employees engaged and performing at a high level? Through skill development. Having the best skills enables an employee to be more engaged, more efficient and more effective. In my experience, the best way to build education and learning into an already busy workday is through active learning.

Consider these three ways to bring active learning into each of your employees’ days.

  1. Create learning expectations. Add learning a skill, habit or other performance improvement idea to each employee’s weekly to-do list. Have a weekly check in on things done and things learned. This does two critical things. First, it creates valuable manager-employee relationship time and second, it draws attention to the urgency, need and importance of continual learning. This makes learning a cultural value.
  2. Create teachable moments. In every moment, there is always something to learn. Think and act as a coach who uses interactions to ask key questions to help others think, consider, reflect and respond. Consider questions like, “What is another way to handle this?” Or, “What did this situation tell you about your abilities, about our culture, about our customers, about working effectively with others, etc?” Or, “What could you do to make this better?” Stopping for a moment to draw attention to or focus on a situation can help everyone learn from the moment.
  3. Connect your people with internal mentors. Mentoring is the process of accelerating learning where a person with greater skills shares what they know with those who have lesser skills. Identify the skills the workplace needs and those on the team with these skills. Create the opportunity for a mentor to share what they know and feel is valuable and important. When done well and with intention, it leads to a wiser, more able and more connected team.

According to the Gallup Organization, today’s employees want to grow, learn and develop because they are aware that those with the best skills have the best opportunities. This benefits the organization because employees with great skills are more engaged which helps them be more efficient and effective. A true win for both employee and organization.

Take Action
Develop a cohesive active learning plan for each of your employees by defining their success and challenging skill areas. Be clear of the existing skills each employee can further develop, as well as the skills they each need help developing. Use this information to identify your skill mentors to make learning and performance improvement the responsibility of everyone in the organization. Not only does the organization become wiser, but employees build stronger performance relationships with each other.

By Jay Forte

Consider reading 3 Ways to Get Your Employees to Want to Do More

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You Know You’re a Great Leader When You Do These Things

In the industrial age, we prided our leaders on being direct, assertive and knowing all the answers. We needed them to be a strong central figure to help direct and orchestrate work, manage people and make things happen. When the workplace remained fairly static in what work was and how it was done, it was not only easier to accomplish, but also praised and, to an extent, appreciated.

But then the workplace changed. Much of the make-things economy moved offshore, leaving us with today’s provide-service workplace. Every employee has the opportunity to directly interact with customers. This, combined with the fact that few workplace situations are the same day-to-day, changes not only what we do for work, but also how we work and how we lead those who work.

As a result, today’s workplace needs a new type of leader, one who is a good listener but also able to take charge. One who earns respect and loyalty from their employees and still drives results. One who can admit to not knowing everything, or to admit when they’re wrong, and use the wisdom of others to make wise, sound decisions.

To be an effective leader in today’s workplace, four attributes are required:

1. Today’s best leaders are humble. They are aware that they don’t know everything and are firm believers in the mantra, “none of us is as smart as all of us.” They facilitate open discussions and dialog to gather information to be able to fully understand situations, aware that they are no longer expected to have all the answers. Instead, their role is to direct their employees in how to find, gather or create the information. They leave their ego at the door, allowing them to more confidently connect and interact with anyone in or out of the business. They are more interested in having things done well and done right than being the one to have the answer. They know their role is to facilitate the creation and implementation of the best ideas.

2. Today’s best leaders are curious. Great leaders are masters at asking questions. They are interested in knowing what others think, consider, do and want. They know that the responses provide meaningful information that will help them make wise and more successful decisions. They have trained themselves to stop telling and do more asking. This approach has a significant impact on those around them. Others feel engaged, encouraged and empowered to share, think and contribute.

3. Today’s best leaders care deeply about their people. They know that despite the critical role the performance numbers play, the way to achieve results is through their people. They build honest, authentic and caring relationships not just to get their people to do things, but because they truly care about everyone in their organization. It is obvious when a leader truly cares vs. cares to get a result. Caring leaders inspire employee loyalty.

4. Today’s best leaders commit to helping everyone grow, learn and improve. In a world that constantly changes, those with the best skills have the best ability to contribute and build sustainable careers. Today’s leaders have expectations of their people to constantly look at their work and lives and ask the question, “what could I do to make this better?” This focus on gradual and continual improvement helps their people discover, develop and live their potential, leading to more engaged and successful employees, and an improved organization.

Take Action
As the world and workplace changes, so do the attributes of effective leaders. Stay tuned in, focused and aware of the changes to modify your style to stay effective and relevant. Your people expect it. Your organization relies on it. Your customers depend on it.

Original article appeared on The Ladders, October 7, 2019.

By Jay Forte

Consider reading 3 Things Every Manager Can Do to Increase Employee Engagement

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Actions vs. Words

In today’s society, false promises seem to be the norm. These generate feelings of distrust, dislike and lack of commitment. It reminds me a bit of the story of The Boy Who Cried Wolf. Everyone knows the story – a little boy lies to get attention and does it so frequently without remorse that when the time comes that help is truly needed, no one shows up to help him.

We use this story to teach the value of telling the truth, yet our leaders seem to have forgotten this fable. How many of us can recall a time when one of our leaders – whether at work, in our government or in life – have made empty or false promises? Have demanded specific actions within a seemingly unrealistic timeframe when they weren’t really needed?

I believe it’s the persistent actions of our leaders who consistently say one thing and do something else that lead to such a strong rate of disengagement and distrust. In fact, one of the data points we frequently share from the Gallup Organization is that 70% of the workforce is disengaged – and that number has not shifted much in the more than 20 years the Gallup Organization has been gathering data for their State of the American Workforce Report.


So what now? I think our leaders need to revisit the stories and fables of childhood (timeless wisdom) to learn the importance of speaking the truth, to remember that actions often speak louder than words, and, perhaps most importantly, to hold themselves and others accountable for their actions and their words. There are three areas where I believe this can – and should – start:

  • Transparency – Be open about why certain requests are being made or why deadlines exist. People are likely more willing to help when they are clear on their requirements and expectations, while also understanding why they’re working toward a specific goal. Share meaningful information and ensure clarity.
  • Stopping false or empty promises – Eventually, even your most dedicated employees / followers will start to question your statements, and you’ll see increased rates of disinterest, disengagement and mistrust. How likely are you to follow someone who makes promises that have no basis in reality?
  • Follow-through / commitment – In the same vein as empty promises, don’t make a commitment you can’t or won’t keep. Be honest about what you can and can’t deliver, and follow-through on the promises you make. Be true to your word.

For an updated version of the wisdom of the fables, read The Four Agreements by Don Miguel Ruiz. Truth, honesty and personal accountability are the cornerstones of all relationships.

Think about the leaders in your workplace or the people you consider leaders in your life, whether by title or role. Do they earn this role by their behaviors? What lesson does this share with you? 

Take Action
Consider one small change that can help you shift your behaviors from words to action: make your words actionable. Instead of saying, “this needs to change,” consider saying, “here’s how I’d suggest this changes.” Instead of saying, “something needs to be done,” consider saying, “what if we tried this approach to move this project toward completion?”

A slight change in language not only makes your words actionable, but also starts to hold yourself accountable for the outcome. Try it out. See what changes for you in work and life and how others respond to your shift to action and accountability. You might just inspire them to do the same.

By Kristin Allaben

Consider reading Are You the Great Pretender?

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The Frontline Drives the Bottom Line

The frontline drives the bottom line. Basically, your people are your profits. What do you do to ensure they are aligned, engaged and supported to bring their A-game to the moments of their work days?

During an average year, I speak to thousands of CEOs, mostly about talent, engagement, productivity and performance. I am surprised how many of the organizations are continuing to use outdated approaches with their talent. I find that many leaders continue to have the old mindset that anyone can do any job with the right training. It’s a holdback from our industrial age when, in a skill-based workplace, anyone could learn how to operate a machine.

But today, in our intellectual and service-based workplace, where workplace situations constantly change and require a present, focused and engaged employee, choosing employees wisely and supporting them intentionally is the key to a high-performing frontline.

For every employee to succeed, to feel capable and competent in a role, he or she must be aligned to a role that needs their strengths, abilities and interests. How engaged will your frontline be if they are not good at and interested in what the role does? What level of service will that provide? The lack of engagement due to misalignment will be reflected in employees’ productivity and performance, and in customers’ lack of loyalty.

Does your organization have a process to consistently and successfully hire good-fit employees? By good-fit, I mean employees who not only align to the tasks of the role, but also have the values, beliefs and mission of the organization.

But remember: your work isn’t done once you find that good-fit employee. Well hired employees still want and need to feel supported, valued and cared for. For this to happen, workplace managers need to act more like workplace coaches. Workplace coaches build relationships with their employees to encourage open and honest communication, develop accountability and clarify expectations. They ask, guide and support instead of tell, direct and control. Coaching managers increase the frequency of contact with their employees and use that increased contact to help employees develop skills and abilities. They host recurring feedback conversations with employees that share what’s working and not working in performance so it can be noticed and discussed to either amplify (what’s working) or improve (what’s not working).

Do your managers know how to think and act like coaches to improve the relationship and development of all frontline employees? Consider this: The Gallup Organization shares that the single most important initiative for all organizations is to train the managers how to think and act as coaches.

Take Action
Assess your hiring process. Does it focus on fit, alignment and abilities? What changes do you need to make? Then, assess your support process of your frontline. Does it train and encourage your managers to think and act as coaches to amplify frontline connection and engagement?

Your frontline drives the bottom line. Give it the attention it deserves.

By Jay Forte

Consider reading Don’t Drag Your Feet When Hiring New Talent

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Are You Above or Below the Line?

How do you determine whether a behavior is productive or unproductive? Do you solely consider outcomes or is there more to it? It can be tricky since everyone can interpret this differently. But I came across one of the best ways to learn to assess our behaviors as being productive or unproductive, one I think could be used by anyone in any situation in work or in life. In the book, The 15 Commitments of Conscious Leadership, authors Jim Dethmer, Diana Chapman and Kaley Warner Klemp introduce what they call above-the-line and below-the-line leadership.


When you are open, curious and willing to learn, you create the ability to discuss ideas, brainstorm, consider and expand your opportunities. You increase discussion, dialog and conversation.

  • In the workplace, you engage your employees and help them to feel heard, valued and accountable.
  • At home (above-the-line parenting), you encourage your kids to self-discover, learn and grow.

You create the space for exploration with the intention of considering or finding the best outcomes. You allow both employees and kids to learn how to navigate, think and invent.

When you are closed, defensive and needing to be right, you shut down conversation, limit ideas and shortchange opportunities. You limit your responses to what you know and make the process of solution to be more about personalities and ego than finding optimal solutions. The need to be right overrides the ability to learn in every situation.

Think of what it feels like to work for a below-the-line manager. What level of engagement, performance and loyalty does this inspire in employees? Remember the adage, “people quit people before they quit companies.” Leaders who are below-the-line often chase talent out of the organization, frequently unintentionally; they are unaware of the time they spend below the line. Who wants to work for someone who is closed, defensive and always needing to be right? Is this you?

Think of what it feels like to live with a below-the-line parent. My way or the highway. Discussions are limited. Opportunities to grow into one’s greatest self are restricted. Kids don’t learn who they are but are instead expected to be who their parents say they are. What kind of relationship can you have with a parent who is closed, defensive and needing to be right instead of open, curious and willing to learn?

Which are you?

Take Action
What percentage of the time are you above-the-line? Below-the-line? What situations raise you above or take you below?

Now that you know this, how will you focus on being more open, curious and willing to learn instead of being closed, defensive and needing to be right? And, what could your work and life look like when you make the change?

By Jay Forte

Consider reading Be Clear if you Want Employees to Perform

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This article originally appeared on the Vistage Entrepreneur and Small Business Network on September 18, 2019:

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