How to Be a Corporate Influencer (and Drive Positive Change)

Today I am talking about becoming an influencer. Not a social media influencer; rather, a corporate influencer.

A corporate influencer is someone who drives positive change inside an organization. It doesn’t matter whether you’re the CEO, a middle manager, a frontline supervisor, or even an individual contributor.

You can still influence culture, leadership, and performance.

So how do you do that?

Here are six principles for becoming a positive change agent inside your organization.

1. Build Relationships First

If you want to influence change, it always starts with relationships.

Yes, credibility matters. Yes, knowledge and expertise matter. But if you don’t build relationships based on trust, care, and understanding, you won’t be successful as a change agent.

People don’t just want to know that you’re smart or that you’re an expert.

They want to know that you care about them and understand where they’re coming from.

That means taking time to connect with people:

• Lunches or coffee conversations

• Walking meetings

• One-on-one discussions

• Asking about their experiences and recent wins

One of the worst things a change agent can do is enter an organization and immediately act like everything is broken.

Even if improvements are needed, you have to honor what’s already working well.

If you only focus on what’s wrong, you’ll turn people off—even if you’re right.

2. Treat People With Respect

Driving change doesn’t mean abandoning respect.

Even when organizations need to change roles, restructure teams, or move people out of positions, those changes should still be handled with human dignity, empathy, and respect.

At this stage of my life, I don’t want to be part of an organization that doesn’t treat people well.

Change is necessary. Performance matters.

But how we treat people while making those changes matters just as much.

3. Tone Matters When Asking Questions

A subtle but powerful leadership skill is tone.

Many leaders say they’re “just asking questions,” but the way those questions are asked makes all the difference.

If your tone sounds like:

• “I’m smarter than you”

• “I’m trying to catch you doing something wrong”

• “I’m proving a point”

…then the question isn’t really coaching. It’s criticism disguised as curiosity.

Instead, approach questions with empathy and genuine interest.

For example:

“You’ve been working hard and doing some really good things here. What areas do you think we could still improve?”

When the tone is respectful and curious, people will open up.

When the tone is condescending, they shut down.

4. Recognize Strengths—Not Just Weaknesses

Every organization has gaps. Anyone can find them.

But strong change agents also recognize what people are doing well.

I once shared a story about Coach Bob Ponick working in a tough unionized Boeing plant in Philadelphia.

He was brought in to drive performance improvements and hit challenging KPIs.

But for the first month, he didn’t focus on the gaps.

Instead, he focused on recognizing what people were already doing well.

Before long, employees began approaching him for advice and collaboration because they knew he respected their work.

When people feel seen and appreciated, they’re much more open to change.

5. Role Model the Behavior You Want

If you want to influence change, you have to model the behavior you want to see.

For example:

• Want better meetings? Run better meetings.

• Want people to accept feedback? Be open to feedback yourself.

• Want more continuous improvement? Demonstrate it.

One example that stood out recently involved an HR leader rolling out a new performance management process.

Instead of defending the system when people suggested improvements, she welcomed the feedback and made changes.

Because she was open to improvement herself, employees bought into the process even more the following year.

Leadership credibility grows when people see you practicing what you preach.

6. Shine a Light on the Behaviors You Want

Finally, highlight and celebrate the behaviors you want to see.

I remember attending a seminar in the 1990s with Jack Welch and Stephen Covey in Dallas with some aerospace clients.

At the time, GE was the model organization. Someone asked Jack Welch how he drove so much change across such a large company.

His answer was simple:

“I shine a light on what I want.”

That meant recognizing the behaviors, results, and improvements that aligned with the company’s goals.

Sometimes that recognition was big—awards, promotions, public recognition.

Sometimes it was small—a mention in a newsletter or a quick thank-you in a meeting.

But the message was clear:

What gets recognized gets repeated.

Final Thoughts

Anyone can be a corporate influencer and positive change agent.

You don’t need a big title or a formal leadership role.

Focus on these six principles:

1. Build relationships first

2. Treat people with respect

3. Ask questions with the right tone

4. Recognize strengths—not just weaknesses

5. Role model the behavior you want

6. Shine a light on the behaviors you want to see

When you do these things consistently, you’ll create an environment where people are more open to change, improvement, and growth.

And that’s how real influence happens inside organizations.

Building Trust as a Leader: 5 Simple Reminders

Recently in my consulting and coaching work, I’ve been reminded again how important trust is in leadership.

Whether we’re in middle management, frontline management, or senior leadership, almost every organization I work with is trying to improve performance. I don’t know one organization that isn’t trying to get better—and that’s a great thing.

But how we try to improve matters.

Leadership today cannot be about a holier-than-thou attitude or a command-and-control approach. Maybe that worked decades ago, but it certainly doesn’t work with today’s workforce.

We can’t rely on positional power or act like people should listen simply because we’re the boss. That approach only goes so far.

If we want to influence people, improve performance, and drive meaningful change, we have to build relationships. And at the core of strong relationships is trust.

Here are five simple reminders for building trust as a leader.

1. Communicate—Constantly

First and foremost, leaders need to communicate.

That includes tough news and good news.

Part of our job as leaders is to communicate the vision, the values, the direction, and the latest updates—over and over again. I know it can be time-consuming, and when we’re stressed or tired it can feel repetitive. But it’s still our job.

When people sense that leaders are hiding information, avoiding communication, or just too busy to share what’s happening, trust starts to erode.

If you want to build trust and lead change effectively, you have to:

• Communicate the vision

• Communicate the direction

• Communicate updates

And then communicate it again.

2. Honor Your Commitments

Another powerful way to build trust is simple: meet your commitments.

Most leaders want better follow-up from their teams. They want their direct reports to do what they say they’ll do.

But it starts with us.

If you told someone you’d get back to them by Friday, get back to them by Friday.

Even if you don’t have the answer yet.

You might be waiting on a supplier, a customer, or your boss—but people still appreciate an update. It could be a quick Slack message, a short text, or a brief email.

Something like:

“I’m still waiting on information, but I’ll try again by next Tuesday.”

That small action shows respect.

But when leaders go dark and fail to follow up, people lose confidence and trust.

Model the behavior you want from your team.

3. Listen With Curiosity

Imagine going to the doctor and after eight seconds they say:

“Yep, I’ve seen this before. Take this pill.”

None of us would want that.

We want our doctors—and our advisors—to listen carefully.

The same is true in leadership.

Yes, leaders are busy. Yes, we have agendas and deadlines. But we still owe it to our people to listen.

One of the most underrated leadership skills is curiosity.

Curiosity means:

• Asking open-ended questions

• Diagnosing the real issue

• Seeking to understand before jumping to solutions

Imagine if leaders got excited about asking great questions instead of simply telling people what to do.

That shift alone can unlock better thinking, stronger engagement, and deeper trust.

4. Speak Well of Others in Front of Others

This next one is small, but incredibly powerful.

Speak well of others in front of others.

There will always be times when a team member is struggling and you need to gather input or discuss a situation. That happens occasionally.

But if leaders constantly vent about people behind their backs, trust disappears quickly.

Think about it from the employee’s perspective.

If a leader complains about someone else to you, what are you thinking?

Probably something like:

“If they’re talking about them like that… they’re probably talking about me the same way.”

Complaining behind someone’s back is lazy leadership.

If there’s a real issue, have the courage to address it directly and respectfully with that person.

But in meetings, emails, and conversations, make a habit of recognizing people and speaking well of them.

That builds massive trust.

5. Be Willing to Apologize

This last one applies to leadership, parenting, and marriage.

It’s also a skill that’s incredibly underused.

Leaders often feel like they have to appear perfect. They think apologizing shows weakness.

But the opposite is true.

We’re all human.

Sometimes we get stressed. Sometimes we overreact. Sometimes we don’t listen first and jump to conclusions.

When that happens, the best thing you can do is come back and say:

“I apologize. I was stressed yesterday and didn’t really seek your perspective first. Can we restart this conversation?”

That kind of humility builds enormous trust.

It doesn’t have to be a long conversation. Just be sincere, acknowledge the mistake, and move forward.

Your team already knows you’re human.

When you admit mistakes quickly and genuinely, it strengthens your credibility instead of weakening it.

Final Thoughts

Trust isn’t built through expertise or positional power alone.

It’s built through consistent leadership behaviors:

• Communicating openly

• Keeping your commitments

• Listening with curiosity

• Speaking well of others

• Apologizing when you’re wrong

When leaders do these things consistently, they build the kind of trust that allows teams to improve, adapt, and achieve meaningful results.

The Hidden Power of Top Team Alignment

Why Senior Team Effectiveness Is the Ultimate Performance Multiplier

I’ve been doing a lot of thinking lately about top team alignment—specifically, how to increase the effectiveness of senior leadership teams.

Right now, I’m working with seven or eight organizations, all trying to improve performance. And one pattern shows up every single time:

The most effective organizations have senior teams that are truly firing on all cylinders.

We often talk about improving frontline execution—and that matters—but if you really want to leverage, start at the top. When the senior team is aligned, effective, and decisive, everything downstream improves faster and more sustainably.

In this article, I want to:

1. Reinforce why senior team effectiveness matters
2. Share eight key success factors of highly effective top teams (some may surprise you)
3. Touch briefly on the senior team structure
4. Introduce the idea of a simple scorecard you can use to assess your own team

Why Senior Team Effectiveness Matters

The benefits of a highly effective senior team are obvious—but they’re worth restating.

A strong top team delivers:

• Strategic clarity and focus (time is the most constrained resource we have)
• Better collaboration and communication
• Higher job satisfaction and engagement
• Greater organizational agility

In today’s business environment—tariffs, no tariffs, interest rate swings, geopolitical uncertainty—agility is everything. And agility comes from aligned, high-functioning leadership teams.

You also get:

• Higher performance and productivity
• Better retention (people love being part of effective teams)
• Stronger innovation

Many organizations have high-performing departments. Far fewer have a truly coordinated, aligned, and decisive top team. That’s the gap we’re addressing.

Eight Key Success Factors of Highly Effective Senior Teams

1. Keep the Senior Team Small (Six or Seven People Max)

This one often surprises people.

“I’m an effective CEO—I can handle 10, 12, even 13 direct reports.”

Maybe. But not for high-quality decision-making.

Less is more. Smaller teams:

• Make better decisions
• Have more meaningful dialogue
• Move faster

Yes, it’s hard to exclude people. But effectiveness sometimes requires tough structural choices. As we walk through the remaining success factors, it becomes obvious why smaller senior teams work better.

2. Clear Annual and Quarterly Priorities

Most organizations get this part mostly right.

They have:

• An annual plan (sometimes even a 3-year plan)
• Quarterly priorities or “rocks”

That’s good. This is table stakes for senior team effectiveness.

3. Strong Camaraderie and Positive Energy

Think about great sports teams.

They have:

• Trust
• Recognition
• Humor
• Genuine care for one another

The tone and vibe of your senior team matters. People should enjoy coming to leadership meetings—not dread them.

Culture isn’t created by slogans. It’s created in rooms like these.

4. People Feel Heard—Even When Decisions Are Hard

Before a difficult decision is made, everyone gets input.

And once the decision is made, leaders can honestly say to their teams:

“This wasn’t exactly my first choice—but I’m all in.”

That is powerful.

What destroys organizations is when leaders go back to their departments and say:

“Well, it wasn’t my idea. I think it’s stupid.”

That behavior creates dysfunction faster than almost anything else I see.

5. Healthy, Respectful Conflict

Highly effective senior teams expect debate.

They don’t rely on:

• One functional leader making the call alone
• Private conversations outside the room

They debate in the room.

Let me underline this:

Respectful, healthy challenge leads to better decisions and stronger commitment.

This is not about disrespect, name-calling, or ego. It’s about leaders being comfortable being challenged—because that’s how the best ideas surface.

Go into meetings wanting healthy conflict. You’ll get better outcomes every time.

6. Vulnerability Is Required

High-performing teams allow vulnerability.

If a leader has an aggressive goal or a major initiative, they must be able to say:

“I need help.”

Most work today is interdependent. Sales needs service. Service needs parts. Parts needs operations. No major priority belongs to just one department anymore.

Ask yourself:

• Are other departments actively helping each other hit their quarterly priorities?
• Or is everyone operating in silos?

The answer tells you a lot about your senior team’s effectiveness.

7. Shared Ownership of Outcomes

Yes, a department leader owns their priorities—but success should never be isolated.

Effective top teams behave like this:

“This is our priority—not just yours.”

That mindset changes everything.

8. Alignment After the Decision—Every Time

This one is critical.

Once a decision is made:

• You align
• You support it
• You make it work

If you go back to your department and complain, you’ve just nuked alignment, clarity, and execution.

Even worse, you might sabotage the outcome—then blame the decision itself.

If a decision fails, it should fail because:

• The idea was wrong
• The assumptions were wrong

Not because leaders quietly worked against it.

True senior team effectiveness looks like this:

1. Everyone is heard
2. A decision is made
3. The team aligns
4. Everyone commits fully to execution

That combination is incredibly powerful.

Final Thought

If you want better results, don’t start by fixing tactics at the edges.

Start at the top.

When senior teams:

• Are small and focused
• Debate respectfully
• Show vulnerability
• Align after decisions

Everything else gets easier.

That’s what real top team effectiveness looks like—and it’s one of the biggest performance multipliers available to any organization.

From Urgent to Strategic: The Power of Weekly and Daily Planning Done Right

Most leaders don’t struggle because they lack discipline or work ethic. They struggle because they’re trapped in the urgent—emails, meetings, requests, and fires—while their most important, strategic goals quietly sit on the back burner.

If you’re already successful but feel like you’re capable of more—more impact, more clarity, more efficiency—then this shift is for you.

Over the past year, I’ve interviewed and taught this principle to roughly 70 leaders, and what follows are the best practices that consistently separate tactical operators from truly strategic leaders.

This is about moving to the next level.

Why Weekly and Daily Planning Matters

We all have habits that got us where we are today. But the habits that created your current success may not be the ones that unlock your next level of effectiveness.

Weekly and daily planning—done correctly—is not about control or rigidity. It’s about intention, focus, and creating space for the work that actually moves the needle.

If you’re open to adjusting how you plan, even slightly, the payoff can be enormous.

Best Practice #1: Plan Weekly—At the Same Time, Every Week

Your brain loves consistency.

High-performing leaders don’t “squeeze in” weekly planning when they can. They protect it. Choose a time and stick to it:

• Sunday night (most common)
• Saturday morning (my preference)
• Friday afternoon (least effective, due to interruptions)

Your weekly planning session should take no more than one hour.
If it’s taking three or four hours, something is off.

This is about clarity, not perfection.

Best Practice #2: Plan From Goals—Not From Your Calendar or Email

This is where most people go wrong.

They open their calendar or inbox and plan reactively. Those are inputs—but they should not be the primary driver of your week.

Your annual or 90-day strategic goals should be front and center when you weekly plan.

Ask yourself:

• What are the next steps on my most important goals?
• What progress can I make this week?

Big goals stall people out. The fix?
Don’t solve the whole thing—just identify the next bite:

• Research
• One phone call
• One outline
• One decision

Momentum beats perfection every time.

Best Practice #3: Decide Who Is Doing the Work

This one is especially important for leaders.

As you build your weekly plan, ask:

• Who is actually responsible for this?
• Is this something I should delegate?

If everything on your plan has your name on it, you’re not leveraging your time—or your team.

Your weekly plan should include:

• What you’re doing
• What you’re delegating
• What you’re waiting on

Leadership is multiplication, not accumulation.

Best Practice #4: Time-Block or Lose Control of Your Week

If you’re not time-blocking, you’re not being effective. Period.

Time-blocking means putting the work directly on your calendar—before others do.

Example:
If you have a major meeting on Thursday:

• Block 30 minutes on Monday or Tuesday to prepare
• Send yourself the calendar invite
• Protect that time

Otherwise, preparation becomes an afterthought—and urgency wins again.

Without time-blocking, your calendar will be filled for you by other people’s priorities.

Best Practice #5: Email Is Your Servant, Not Your Master

Email is a tool—not a planning system.

If your inbox dictates your day, you’re leaving massive effectiveness on the table.

Strong leaders:

• Check email intentionally (not constantly)
• Answer quick items
• Schedule time for deeper responses
• Limit touches (1–3 per message, not 20)

Email should support your plan—not replace it.

When you control email, you:

• Reduce anxiety
• Increase focus
• Accomplish more in less time

Best Practice #6: Evaluate Before You Plan

Before you jump into next week, pause and reflect:

• What were my wins?
• What progress did I make?
• What did I learn?
• What percentage of my plan did I complete?

Focus on learning—not guilt.

If you’re consistently pushing items forward, that’s feedback. Adjust the plan, not your self-worth.

Best Practice #7: Turn Planning Into a Ritual

This isn’t about willpower. Willpower fades.

The best leaders build rituals:

• Weekly planning (1 hour or less)
• Daily planning (5–10 minutes)
• Same time, same place, minimal interruptions

Have:

• Your annual goals in front of you when weekly planning
• Your weekly plan in front of you when daily planning

Rituals create momentum. Momentum creates strategy. Strategy creates results.

Final Thought: This Is How You Get Ahead

Leaders who win long-term:

• Learn faster
• Plan more strategically
• Protect their focus
• Act with intention

Weekly and daily planning—done right—doesn’t require more motivation.
It simply becomes who you are.

And once that’s locked in, everything else gets easier.

Balancing best practices and standardization with employee ownership and buy-in is a nuanced leadership challenge.

The following simple math formula illustrates the value of navigating this leadership challenge effectively:

The ratings are 1- 10. The highest rating is 10.

Effectiveness formula: Doing the right thing * Employee ownership equals Maximum results

1^st Scenario:

A leader who lets employees run with their best or preferred ideas or doesn’t have any accountability to a best practice:

5 * 8= 40

A leader who allows all employees to run a plant on their preferred method is trying to drive a high result in the ownership rating.  This leads to everybody doing their own thing, which drives down the best practice application or “best methods”.

Or A leader who shares an expectation on what and how to run the plant, but there is no measurement, accountability, or positive recognition for following the expectation.  This also ensures best practices aren’t being followed.

Without metrics and positive accountability, and involvement, the standards of excellence will not be followed.  Each operator will run the plant according to their preferred method.

A leader who shares the results desired and involves the employees in the “how” or how to develop the Standard operating procedure:

10 * 8= 80

A Leader who implements a best practice and obtains ownership from his employees on the “How” of the standard best practice will get a significantly better business result.

The leader still may have to make “tough decisions” based on varied input, but if done with “careful listening” to all input and then deciding on how to operate for the first period of time will find that the ownership and commitment are still very high.

How do we get both “the right thing” for the most effective results and employee buy-in and followership?

How to balance standardization with employee ownership

1. Start with the “Why”

• Clearly communicate the purpose behind standardization—whether it’s improving decision quality, reducing risk, or scaling operations.
• When people understand the why, they’re more likely to support the how.

2. Define the “What” and Leave Room for the “How”

• Standardize outcomes, results expectations, or guardrails, not every step of the process.

3. Co-Create Standards

• Involve employees in developing best practices rather than imposing them.
• Use workshops or cross-functional teams to gather input.
• This builds ownership and ensures standards are grounded in reality.

4. Strong Leadership

When there are various and potentially conflicting views on what is “best practice”.  The leader needs to listen carefully to all views and then decide and ask for “trial” alignment and support.

4. Ensure Feedback and change management

• Create feedback loops where innovations can be shared and potentially adopted as new best practices. Eg. In 90 days, we will revisit the Standard Operating Procedure and improve it with your feedback. Or every week at our weekly metrics review, we will build action plans to follow the best practice or revise them.

5. Use Data to Drive Implementation

• Use metrics on results and how standardization is being followed. Have a weekly review where results for standardization are shared, discussed, and action plans are developed to improve. Have employees present the metrics (with data collection support) and action plans

6. 6. Recognize and Reward Engagement

• Celebrate teams that embrace standards or improve them.
• Recognition reinforces that ownership and standardization are not mutually exclusive.

 Potential application areas:

1. When deciding on the best practice for running a multi-shift plant
2. When deciding how to reduce costs in your business
3. When deciding how to improve production, productivity, or throughput.

Level Five Leadership: The Key to Long-Term Success in Business

In today’s fast-paced business world, it can be easy to overlook the foundational principles that truly drive long-term success. One concept that has remained relevant for decades is Level Five Leadership, a term coined by Jim Collins in his groundbreaking book Good to Great. After conducting a thorough, 15-year research study on companies that made the leap from good to great, Collins identified a unique style of leadership that consistently led these companies to outstanding and sustainable success.

But what does Level Five Leadership actually look like? And how can you apply it to your own life and business?

Understanding Level Five Leadership

At its core, Level Five Leadership is defined by two key traits: humility and fierce resolve. These leaders are not flashy or outwardly charismatic; instead, they exhibit a quiet, relentless drive for excellence and an unshakable focus on the long-term success of the company.

Jim Collins and his research team studied over 1,400 companies in the Fortune 500, looking for those that had made exceptional, sustained progress over 15 years. Out of these, only 11 companies qualified as “great,” based on their long-term performance. What set these companies apart wasn’t just strategy or market conditions—it was the leadership at the helm.

The highest correlation to success in these companies was Level Five Leadership.

But what makes Level Five Leaders stand out?

The Five Levels of Leadership

To better understand what Level Five leadership looks like in practice, let’s break down Collins’ five levels of leadership:

1. Highly Capable Individual – At this level, the leader is an individual contributor who excels at producing excellent work. They’re skilled and able to make meaningful contributions.

2. Contributing Team Member – These individuals can work well within a team, helping the group achieve results. They play a key role in group success.

3. Competent Manager – At this level, the leader is able to organize people and resources effectively to achieve the organization’s goals.

4. Effective Leader – This leader is able to rally a team around a compelling vision and set high standards to achieve it. They inspire others to work towards a common goal with enthusiasm and energy.

5. Level Five Executive – The ultimate level of leadership, where individuals combine personal humility with professional will. They create lasting greatness for their organizations through a blend of quiet determination and an unyielding drive to achieve long-term goals.

The Power of Humility and Resolve

In Level Five leadership, humility is perhaps the most striking characteristic. These leaders focus on the success of their company, not their own personal recognition. They don’t boast about their achievements; instead, they demonstrate a quiet, calm determination. Their ambition is channeled into making their organization great, not into building their personal legacy.

On the flip side, Level Five leaders also demonstrate fierce resolve—an unwavering commitment to doing whatever it takes to achieve the best long-term results for their company. They don’t give up in the face of adversity, and they always strive for the highest standards, no matter the obstacles.

Real-World Examples of Level Five Leadership

You may recognize some well-known names when it comes to leadership, but the most striking examples of Level Five Leadership come from lesser-known individuals who led their companies to extraordinary heights.

1. Lee Iacocca (Chrysler)
Many people know the name Lee Iacocca, particularly for his role in Chrysler’s remarkable turnaround in the 1980s. In the first half of his leadership, he led the company to great success. However, in the second half of his tenure, his leadership began to decline as he became more focused on personal fame and accolades. He made multiple public appearances, wrote a bestselling autobiography, and became a media star. Unfortunately, this shift in focus led to a decline in Chrysler’s stock, which dropped by 31%. Iacocca’s story serves as a cautionary tale of what happens when a leader loses sight of the company’s needs in favor of personal gain.

2. Darwin Smith (Kimberly-Clark)
On the other hand, Darwin Smith, CEO of Kimberly-Clark, exemplified the traits of a Level Five leader. A humble and introverted accountant, Smith led the company for 20 years, achieving a return on investment that was 4.1 times higher than the market. He made bold, controversial decisions, such as selling off the company’s profitable paper mills to invest in consumer products like Huggies and Kleenex. His unflinching will to transform Kimberly-Clark into a leader in the consumer paper product industry was driven by a focus on long-term success, not immediate rewards.

3. George Kane (Abbott Laboratories)
Another example of a Level Five leader is George Kane, who served as CEO of Abbott Laboratories for 14 years. Under his leadership, Abbott outperformed industry giants like Merck and Pfizer, achieving a 4.5-to-1 return higher than the general stock market. Kane was known for his intolerance of mediocrity. He demanded excellence from his team and made difficult decisions—such as firing family members—if they couldn’t meet his high standards. Despite his no-nonsense approach, Kane was also respected for his quiet, humble leadership style.

Key Behaviors of Level Five Leadership

So, what can we learn from these leaders? Here are some key behaviors and characteristics that define Level Five leadership in today’s world:

• Listen to Understand: Rather than feeling the need to be the loudest voice in the room, a Level Five leader listens first. They seek to understand before seeking to be understood—a concept popularized by Stephen Covey in The 7 Habits of Highly Effective People.

• Hire Smarter People: Level Five leaders recognize they don’t have to be the smartest person in the room. They hire people who are more capable than they are, and they encourage them to take ownership and lead.

• Graciously Give Praise: Great leaders don’t withhold praise out of fear that their team members might ask for more recognition. They offer specific, genuine praise that encourages others to do their best work.

• Respectful Termination: When someone no longer fits within the company’s vision or culture, a Level Five leader addresses it with respect. They make the tough decisions to part ways without dragging the individual or company down.

• Take Responsibility: Great leaders accept responsibility for both successes and failures. They don’t blame external factors like the economy or market conditions. Instead, they look in the mirror and hold themselves accountable.

• Apologize When Necessary: Level Five leaders are humble enough to admit their mistakes. They apologize when necessary, showing vulnerability and fostering a culture of openness and trust.

• Speak Well of People, Even When They Aren’t Around: A Level Five leader speaks highly of their people, even when they are not present. This builds trust and respect, contributing to a positive and supportive company culture.

Conclusion: Applying Level Five Leadership Today

While Jim Collins’ research is decades old, the principles of Level Five leadership continue to hold true today. Whether you’re leading a startup or managing a large corporation, adopting these traits of humility and fierce resolve can help you build an organization that thrives in the long term.

In our fast-moving world, it’s easy to focus on short-term success and individual accolades. However, the true hallmark of great leadership is the ability to inspire and sustain greatness in others. By practicing personal humility and professional will, you can transform your business and achieve lasting success—just like the leaders of the companies studied by Collins.

Remember, it’s not about being the loudest or most visible leader in the room—it’s about having the courage to make the tough decisions, the resolve to stay the course, and the humility to put the needs of the organization before your own.

If you want to elevate your leadership to the next level, consider how you can apply these principles in your own life. Whether in business or personal development, Level Five Leadership offers a timeless path to true greatness.

The Power of Small Details: Applying the Broken Windows Theory to Business Success

In today’s world of business optimization and continuous improvement, we often hear about large strategies and big goals. But sometimes, the secret to significant success lies in the smallest of details. This concept comes from criminology, where it’s known as the “Broken Windows Theory.” What if we could apply this same principle to our businesses to drive greater success with less effort and stress?

Let’s take a look at the theory itself and how it can be a game changer for how we scale our businesses.

What Is the Broken Windows Theory?

The Broken Windows Theory, developed in the 1980s and popularized in the 1990s in New York, offers a simple yet profound insight: Take care of small problems before they escalate into bigger ones. The theory suggests that visible signs of disorder or neglect—like broken windows or graffiti—create an environment that encourages further crime or problems.

In the early ’90s, New York City was facing a crisis with high levels of violent crime. Mayor Rudy Giuliani and Police Commissioner Bill Bratton applied this theory by focusing on minor infractions—such as fare evasion, vandalism, and graffiti. By addressing these smaller offenses, they believed it would reduce the likelihood of larger, more serious crimes.

And the results were staggering. New York City experienced a dramatic drop in crime, with the murder rate falling from over 2,000 annually to fewer than 600 by the end of the decade. This wasn’t the only measure they took, but the Broken Windows approach played a pivotal role in improving the city’s safety and residents’ perceptions.

The Small Things Matter: Applying the Theory to Your Business

While the Broken Windows Theory originates from criminology, its principles can be effectively applied to the world of business. The key takeaway is simple: paying attention to the small things will lead to big improvements. Let’s explore how this applies to different aspects of business.

1. Workplace Organization and Environment

Think about the environment in which you and your team work. A cluttered, disorganized office or workspace can affect productivity and morale. If you’ve ever walked into a chaotic office, you know how it can feel uninspiring. But imagine the impact of a clean, organized, and well-maintained workspace. When employees take pride in their environment, it fosters a sense of professionalism and motivation. In fact, many of my colleagues make it a priority to set up their office spaces as soon as they join a new company, ensuring their work environment is conducive to success.

2. Customer Experience

Now, let’s apply this thinking to customer experience. Have you ever visited a business with a dirty or poorly maintained storefront or a broken sign out front? It doesn’t leave a great first impression, does it? A clean, inviting storefront, a welcoming smile from employees, and a well-maintained exterior can go a long way in shaping customers’ perceptions. Small improvements, like updating signage, organizing your front office, or offering better customer service, can have a huge impact on how customers feel about your business and, ultimately, how likely they are to return.

3. Brand Image and Online Presence

Your brand is more than just your logo or tagline; it’s how your customers perceive you, and small details matter. If your website is outdated, if your social media profiles aren’t regularly updated, or if your logo looks old-fashioned, these seemingly minor issues can hurt your reputation. Keeping your brand fresh and up-to-date is a small effort with a big payoff in terms of customer engagement and acquisition.

4. Employee Behavior and Productivity

It’s easy to overlook minor infractions like tardiness or unprofessional behavior, especially if you don’t want to cause conflict. But ignoring these small issues can lead to larger problems down the line. By constructively addressing minor issues, you set expectations for your team and create a culture of accountability. A workplace that values professionalism in even the smallest of actions is likely to experience higher productivity, improved morale, and more loyal employees.

5. Continuous Improvement: Small Changes, Big Results

In the same way that the Broken Windows Theory emphasizes the importance of small changes to reduce larger problems, businesses can leverage small improvements for long-term success. A great example of this in practice is British Cycling’s turnaround, where focusing on 1% improvements in various areas led to massive gains in performance. These incremental changes, when compounded over time, can create dramatic results. Similarly, if you focus on making small improvements in your business every day—whether it’s customer service, employee engagement, or organizational efficiency—you can expect significant, long-term benefits.

6. Community Relations

Another application of the Broken Windows Theory can be seen in how businesses engage with their local community. Companies that invest in community sponsorships, charitable events, and local initiatives strengthen their reputation and foster customer loyalty. By maintaining a visible and active presence in the community, businesses can build positive relationships and enhance their brand image. For example, Levitt, a company with dealerships across North America, allocates funds for each branch to sponsor local events, creating goodwill and enhancing customer trust.

Conclusion: Small Details, Big Wins

In business, it’s easy to get caught up in grand strategies and large optimization projects, but the real power often lies in the small details. The Broken Windows Theory teaches us that by addressing the little things—whether it’s maintaining a clean office, improving customer service, updating your brand, or holding employees accountable—we can create a ripple effect that leads to greater success in the long run.

As you scale your business, don’t overlook the small things. The clean desk, the friendly smile, the well-maintained website—these seemingly minor improvements can have a huge impact on the overall success of your business. So, take a page from criminology’s Broken Windows Theory and apply it to your own business. With a little attention to detail, you’ll see big results.

Remember, success is built on a foundation of small, continuous improvements. Pay attention to those “broken windows” in your business, and watch how they add up to massive success.

Best of luck with your continuous improvement journey!

How to Unlock Discretionary Effort in Your Team

Getting the best out of your team isn’t just about motivation—it’s about creating an environment where discretionary effort becomes natural. Your top performers, or “A players,” already have a strong internal drive. However, the rest of your team may need a structured approach to keep them engaged and pushing beyond the basics.

In today’s uncertain economic climate, where every bit of effort counts, you need all hands on deck. It’s not just about working hard; it’s about working smart. So, how do you create a system that drives everyone to give their best?

The Power of Execution Rhythms and KPI Report Ups

One of the most effective ways to keep your team accountable and motivated is by implementing an execution rhythm. This includes structured weekly, monthly, and quarterly check-ins to ensure consistent progress toward your goals.

Key Performance Indicator (KPI) report-ups play a crucial role in this. Many organizations use these to track progress, but the real game-changer is adding aggregate scoring to these reports.

Introducing Aggregate Scoring

The concept is simple: Instead of reviewing KPIs in isolation, assign a weighted or average score to summarize overall performance. Much like a final score in sports, an aggregate KPI score provides a clear and immediate performance snapshot.

For example, if an employee has three KPIs:

• KPI 1: 50% to goal
• KPI 2: 75% to goal
• KPI 3: 100% to goal

Their aggregate score would be 75%. This approach brings instant clarity and accountability. Employees can compare their scores to their peers, fostering a healthy, competitive environment that encourages continuous improvement.

Why Aggregate Scoring Works

1. Increased Accountability – When performance is visible and measured consistently, employees naturally want to improve.
2. Healthy Competition – No one wants to be the lowest scorer in a public forum.
3. Clearer Focus – Employees understand exactly where they stand and where they need to improve.
4. Improved Leading Indicators – If employees work toward perfecting controllable leading indicators, the lagging indicators (like sales and revenue) will follow.

Real-World Success Stories

Several organizations have implemented aggregate scoring with incredible results. One team in the heavy equipment industry set a target where every member had to achieve at least a 70% aggregate score. If they didn’t, they received additional coaching from leadership. Another team introduced incentives—if the entire group averaged over 90%, they would receive a reward, like homemade pumpkin bread. The results? Increased engagement, focus, and performance across the board.

How to Get Started

1. Define Key KPIs – Identify 3-7 critical metrics per role.
2. Standardize Reporting – Use a consistent reporting format, like the “BAT” (Baseline, Actual, Target, Trend).
3. Implement Aggregate Scoring – Calculate a total score based on all KPIs.
4. Make Scores Visible – Share results publicly within the team.
5. Encourage Healthy Competition – Set team-wide or individual challenges to drive improvement.
6. Offer Rewards & Recognition – Small incentives can drive big results.

Try It and See the Results

When discretionary effort is built into your team’s culture, motivation becomes intrinsic, and performance skyrockets. If you’re looking to reduce the time spent managing, following up, and coaching, aggregate scoring could be the key to unlocking your team’s full potential.

Give it a try, track the results, and see how it transforms your organization’s execution and performance!

Mastering the Art of Value-Added Follow-Up in B2B Sales

Sales isn’t just about the pitch and the close—it’s about persistence, trust, and adding value throughout the entire sales process. If you’ve been following our sales framework, you know that lead generation is the first step, followed by discovery calls, pitching, and closing. But what happens when a deal goes cold after the pitch? That’s where value-added follow-up comes in.

Don’t Assume It’s Dead

One of the biggest mistakes sales professionals make is assuming that silence means rejection. More often than not, potential clients are simply busy, waiting for approvals, or dealing with other priorities. Instead of following up with generic check-ins like, “Have you decided yet?” take a different approach—one that provides value.

How to Add Value in Your Follow-Up

Rather than just reminding prospects of your proposal, use your follow-up as an opportunity to engage and offer something meaningful. Here are some ideas:

1. Send a Case Study: Share a success story from a similar client who has achieved results with your solution.
2. Provide a Client Testimonial: A strong endorsement can reinforce the impact of your product or service.
3. Offer a Referral Call: Connect them with an existing client who can speak to their experience.
4. Personalized Industry Insights: Share an article or research study related to their industry trends.
5. Comment on Their Interests: If you know they’re sports fans, send an article about their favorite team.
6. Offer a Free Analysis: Evaluate their website, ads, or current strategy and provide free insights.
7. Deliver a Competitive Benchmark: If they’re in the decision-making phase, show them how they stack up against competitors.
8. Set Up a Call with Peers: Arrange for them to speak with executives who’ve successfully implemented your solution.

An Example of Value-Added Follow-Up in Action

Let’s take a real-life scenario where a value-added follow-up turned a cold lead into a long-term partnership.

A referral led us to Peter, a VP of Purchasing at a large firm. Our discovery call confirmed that they needed a solution and had an urgent timeline, but we weren’t yet in front of the ultimate decision-maker, the VP of Operations. Despite a successful pitch, the deal stalled.

Rather than giving up, we took a strategic approach. After reconnecting with Peter and understanding his challenges in influencing the final decision, we proposed setting up calls with three top executives from past clients who had successfully implemented our solution. These executives shared their experiences, lessons learned, and tangible results.

This not only reassured Peter’s team but also built tremendous trust. Two days later, we moved forward with the contract. A decade later, this client remains one of our largest accounts, proving that persistence and value-based follow-ups drive long-term success.

Why Value-Added Follow-Up Works

When you focus on providing value rather than just closing a deal, you achieve several key benefits:

• Keeps you top of mind without being pushy.
• Builds trust and strengthens your relationship with the client.
• Positions you as a strategic partner, not just a salesperson.
• Increases your closing rate by addressing concerns and demonstrating impact.

The Takeaway

Sales don’t end with the pitch. If a deal goes silent, don’t retreat—add value. Whether it’s a case study, a referral call, or free insights, keep finding ways to engage meaningfully. When you truly believe in the value of your product or service, persistence isn’t just about meeting a quota—it’s about delivering real solutions that benefit your clients.

By mastering value-added follow-up, you not only increase your chances of closing deals but also lay the foundation for long-term partnerships that drive mutual success.