It seems like everybody says they want buy-in. It’s what leaders tell me they wish they had.To which I’d say: be careful what you wish for.Why? Because buy-in isn’t the holy grail.Why Buy-In Isn’t the Ultimate GoalI’ve talked before about how resistance isn’t as bad as you might think. And maybe you’d say, “I’d rather
You might have a training calendar.You might even have a full training calendar — one where people actually show up.But having that doesn’t mean you have a learning culture. It might support that culture. But a training calendar, on its own, isn’t a learning culture.So what is?A lot of people talk about culture and wrap
I hear it all the time.”We don’t have time for training.””People are too busy.”And let me say this: if you don’t have time for training, that’s okay.Wait a minute, Kevin — don’t you deliver training? Isn’t that kind of surprising coming from you?I’m not saying that because training isn’t valuable. It’s just that it’s not
Do you ever wonder why training doesn’t stick?So why do we send people to training? Why do organizations create training to send people to? We do that to get different results — presumably better results.The Three Things That Have to HappenAnd if we want different or better results, three things have to happen from the
Last week, I shared the idea that our team members are our customers. Today I want to take that a step further.If you’re a leader, you’ve almost certainly thought about what you expect from your team. Job expectations matter, and they’re not going anywhere. But there’s a question most of us never ask, and it’s
Have you ever asked someone for a quick update……and gotten a 20-slide PowerPoint deck?It’s impressive.But it’s also probably more than you needed. And it may have taken longer than it should have.So here’s the real question:Did that extra preparation help—or did it slow things down?What Gets Rewarded Gets DoneAs leaders, we need to remember a
Every leader—no matter the team, the industry, or the experience level—eventually faces a version of this question:“How do I coach someone who only seems to do the bare minimum… even though I know they’re capable of so much more?”I’ve been asked this many times, in workshops, coaching conversations, and casual hallway chats. Recently, I rediscovered
One-on-one meetings are one of the most important tools we have as leaders. They give us a dedicated space to connect, coach, clarify, and support the people we lead. When they’re done well, they build trust, strengthen relationships, and help us remove barriers to success. When they’re done poorly—or skipped altogether—they become a missed opportunity.If
Giving feedback is one of the most important responsibilities we have as leaders. And yet, it’s also one of the trickiest. If you’re like most people, you’ve had feedback conversations go off the rails — or maybe you’ve avoided them altogether, hoping the issue would somehow fix itself.Over the years, I’ve coached and trained thousands
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