How amped up is your workplace these days? From what we’ve seen, today’s workplaces haven’t been this charged since the early days of COVID when we argued over masks, vaccines, travel bans, school closures, Anthony Fauci, Bonnie Henry, Theresa Tam and what the actual cause of COVID really was. Today, we have a broader set of international disagreements. It’s Israel v. Palestine, and Russia v. Europe. In the US, it’s Trump v. Harris. Canada has its own polarized politics. Most visibly we have Trudeau vs. Poilievre and a renewed division between Alberta and Ottawa. Here in BC we recently watched as Eby eked out a win over Rustad, an election that brought attention to the divide between Northern BC and the Lower Mainland and the balance between resource extraction and all things Green. Oh, yes, and then there’s the matter of First Nation Land Claims – as here in BC most of the province remains unceded, non-treaty territory. We’re divided. The polarization is increasingly evident, and it has overflowed into our workplaces. As team members bring their diverse perspectives to work, leaders and HR professionals find themselves performing a delicate balancing act: how to create a space where every one feels safe and respected, even amid differing viewpoints. Fueled by a bias media, and by social medias that act as our own private echo chambers, employees have become increasingly connected to their political views and there's no shortage of podcasts to support everyone's beliefs. As a result, today’s workplaces are morphing into politically charged minefields, leading to a range of misunderstandings and disengagement to open conflicts. Leaders, where are you? You’ve seen the changes, how are you maintaining a respectful workplace? What happens if you do nothing? One of my favorite questions as of late, has been ‘what happens of you do nothing?’. It’s a great question that can be used to help frame all sorts of professional and personal matters, and sometimes doing nothing is a great course of a ction. In this case, I direct it towards business owners and those who lead their businesses - What happens if you do nothing and let the politics of the day invade and takeover your business? From where I sit, you can’t avoid the bumps, but it will be much rougher if you don’t act to arrest the political tensions that can fragment teams and kill morale. Why? Because, once damaged, it can take months or even years to rehabilitate a workplace and restore trust and productivity. Research shows that when employees feel divided, their sense of engagement decreases. In turn, this impacts productivity and innovation and, yes, the bottom line. In sectors where margins are already thin, the luxury of time may not exist. About Psychological Safety As a leader, make psychological safety an explicit priority of your leadership practice. First, get clear on what psychological safety really means. It’s not about giving people breaks or having ‘fun at work’, it’s about creating and maintaining an environment where employees feel free to express themselves without fear of retribution or judgment. How to Start? As Simon Sinek advocates, it all starts with listening.   Which sounds easy enough but it’s often the hardest thing to do. If you need proof, think about most of the arguments you’ve attended in your personal life – were you listening when you should have? Really? We're you? It's easy to write a blog post and proclaim that we just need to listen to one other. That's like proclaiming that all you need to do to be a professional athlete is to run faster, or skate faster. Of course, there’s more to it . However, in this case, a simple practice like listening without judgment can make a big difference. Techniques such as “ seeking first to understand and then be understood ” (a concept popularized by Stephen Covey) are not only effective ways for leaders to validate diverse viewpoints (even when they disagree), they help to develop a culture where people feel  heard. All of us have an innate need to feel seen, heard, and understood. Listening without litigating is a great start. It’s more than just listening though, it's also about speaking up. An inclusive culture doesn’t allow divisive or insensitive comments to go unchallenged. So, start by acknowledging that not every workplace conversation needs to be infused with politics, nor is every management decision politically motivated. Most importantly, workplace differences don’t require a personal attack, disproportionate anger, or inflammatory language. In a psychologically safe workplace, those behaviors are out of bounds.   Review your Company’s Mission, Vision, and Values with your team.  It might feel award to present these if they haven’t been part of your regular leadership practice. Fair enough, but re-connecting with your company values is an excellent way to encourage discussion, reset, and remind your team on things they’ve already agreed upon. You’ll be surprised at how this exercise can help redirect workplace energy away from politics and towards issues of shared professional values. Develop a code of conduct that aligns with your Mission, Vision, and Values. This is a great next step because it reinforces team values. Such a guide can serve as a reference for both employees and leaders when issues arise and reinforce the requirement to commit to inclusivity and respect. Let’s face it, our workplace is changing. Never has our workplace been so diverse. I’m not just referring to skin-color, or where we originated. This isn’t a debate on immigration or on who arrived first. Here’s two examples, but there are so many more: For the first time, today’s workplaces have great-grandchildren working alongside great-grandparents. To some degree, every generation is clocking in - the Traditionalists (the Silent Generation), The Boomers, GenX, Millennials, and GenZ – and each carry with them differing perspectives on how the world ‘should be’. Have you looked at your workplace through this lens? (Related to this, here's a good link) Employees today come from a variety of home environments: single parents, common-law parents, same-sex parents, and grandparents who have stepped in as parents. You get the idea. The list is long. Each of these environments represents a variety of contemporary or traditional secular or non-secular approaches to parenting and, writ-large, life. As a mentor once advised me, “You’re the leader, this is your lot to manage." What else can you do? Leadership is a privilege, and as the workplace becomes more diverse, finding ways to unify employees is essential to maintaining morale and productivity. After you’ve reconnected with your Mission, Vision, and Values there are some practical steps you can take to foster a common sense of unity and purpose in your workplace: Focus on Shared Goals: Encourage employees to align around shared goals that reflect and support the company’s mission and values. By focusing on what unites the team rather than what divides it, leaders can help build a stronger, more cohesive culture. Create Cross-Functional Teams: Building cross-functional teams encourages employees to work closely with individuals they might not interact with regularly. This exposure can help employees view the workplace environment differently – not just from a new personal perspective but from a new departmental perspective, as well. For instance, more than once I’ve seen sales staff walk away with a new perspective after spending time with the finance department, and vice versa. Celebrate Diversity and Commonalities: Diversity programs and team-building activities can help employees appreciate each other’s unique backgrounds, values, and reveal common interests. Early in my career, I worked for a company which I once jokingly referred to as the ‘UN of workplaces’. The meeting room consisted of many colors and, naturally curious, I was routinely rewarded after a simple coffee with someone whose background was far removed from my English / Irish / Scottish heritage. Diversity programs, while they must be managed, can create lasting bonds that transcend political beliefs. I believe we have more in common than we accept. Train Your Staff: There are so many topics you could pick from. So whether the focus is on Bullying and Harassment, the Human Rights Code, or Workplace Communications training is never a waste. However, Conflict Resolution training is essential.  Empowering employees with conflict resolution skills enables them to navigate disagreements maturely without toxic outcomes. Conflict resolution training, combined with emotional intelligence workshops, equips employees to manage political discussions with respect and tact. Wrapping Up I recently overheard a new Department Head say that “this ‘Leadership thing’ is easy” – a hallmark of someone who hasn’t been tested yet. Leadership is not easy. If it was, we’d all be self-actualized leaders, and the $ 366 Billion US Leadership Development industry wouldn’t exist. If you’re a leader, I invite you to take a breath. If your workplace has turned toxic, it didn’t happen overnight. It happened through a series of unchecked comments that you may not have been aware of, or (let’s be fair) comments that you may have minimized. The point is, it took a while to get here, and it will take a while to change things. Begin by looking for the small wins – celebrate the exchanges that didn’t spiral out of control and thank those responsible. Over time, you’ll empower agents of change who will support the cause and move things forward. Most of all, watch your own conduct. Your team is looking to you to uphold the company’s Mission, Vision and Values. They will look to you to be the voice of reason who listens before speaking. You are the example. This is why leadership isn’t easy. What you say is important, but your behavior and what you tolerate are essential ingredients to fostering psychological safety and turning your workplace a great place and not a 'hateplace' where people hate going to. Norm Adams has 30-years’ experience working with business owners, First Nations Governmments, as well as public and private companies in Canada and the United States. How effective is your team? Do you know? If you need a second set of eyes, contact Norm today at norm@pivotleader.com.

I spent several years working as a commercial lender. During that time, I developed close relationships with some of my clients as, for them, the challenges they faced in their businesses often required frequent meetings, which deepened our connection. I recently reconnected with one of those clients. It was a good visit – we reflected on the years that had passed and discussed everything from his bankruptcy and divorce to his estranged children and his new life and new wife in California. Very talented, he found work right away as a Manager for an international company. Once we’d caught up, our conversation led to a discussion about leadership. He now had 8 direct reports, and expressed very strong views on how leaders (and employees) should behave. His approach was very reminiscent of the command-and-control leadership style exhibited by the managers I worked for while still in high-school. My approach, by contrast, is that leaders accept that their primary role is to support their team by removing obstacles and ambiguities, and work on creating a new team of new leaders. Humility plays a role and there’s an assumption that if an employee knows why their role or task is important, they’re more likely to execute. I found the conversation a challenge. He scoffed at the mention of his company’s DEI (diversity, equity, inclusion) strategies, cited millennials for their lack of work ethic, and he couldn’t see how his leadership style might be contributing to the recent increase in staff turnover. Pointedly, he branded me as “weak” for accepting individual differences and not imposing my will on the team. (So much for storming and norming!) After some time, I think we may have found a middle ground by acknowledging that leadership isn’t about choosing between two extremes. It’s about balancing the extremes effectively. The conversation fit nicely with a book I recently read.   I don’t normally write about my readings, but I recently finished The Dichotomy of Leadership  by Jocko Willink and Leif Babin. Whether you’re a business owner, a general manager, or an emerging leader, I want to share how mastering the extremes is crucial for leading your team to success, and how it can make you a more effective leader. Why Extremes Fail in Leadership In leadership, being too rigid can make you seem unapproachable, while being too lenient may lead to a lack of discipline and accountability. Leaders who swing to either extreme often struggle with keeping their teams motivated and aligned with their vision. In the book, Willink and Babin explain that effective leadership involves navigating dichotomies such as: ·       Being decisive yet open to feedback. ·       Empowering your team while maintaining accountability. ·       Planning thoroughly but acting with flexibility. The problem with leading from either extreme is team performance will suffer: ·       A leader who’s too hands-off may leave their team feeling unsupported. ·       A leader who’s too controlling can stifle creativity and lead to micromanagement. Balanced leadership for business success I often point out that we're all practicing - my underlying message is that we should all be learning. Leaders must learn to balance competing forces, that is they must learn to harness the extremes. For example, when you’re leading a team, it’s essential to delegate - because you can’t do it all. At the same time, you must keep an eye on the bigger picture to ensure that everyone is on track. That’s your job as the leader – to see the bigger picture while supporting your direct reports to manage the smaller picture you’ve created for them. Good leaders who find the balance, know when to give freedom and when to step in. When you find the balance, your team will remain on course. When you get it right, you’ll see an increase in trust. and you will be surprised at the growth. This balance relates directly to defining accountability – a word that when used improperly will kill morale. Imagine a business owner who needs their team to hit targets. If the owner constantly micromanages how each person performs, it will suffocate initiative and creativity. On the flip side, not checking in at all will leave the team to drift off course.   Balanced leadership means setting clear goals, clear expectations for performance, and working with the team so that they know how they can reach the goals. It also means meeting regularly to check on progress and see who might need support. This is why I’m a big fan of the weekly meeting – it boosts accountability and encourages problem-solving​. 4 Actionable Steps to Achieve Balanced Leadership Drawn from Willinks and Babin's book, here are four steps you can can to achieve more balance to your leadership approach. Be Clear About Expectations: Communicate your goals clearly but leave room for your team to determine the “how.” Foster Independence: Give team members the freedom to make decisions within the framework of your overall strategy. Adapt Your Leadership Style: Not every situation requires the same level of control. Be flexible in how you lead based on the context. Meet Regularly, Seek Feedback, and Lead with Confidence: Listen to your team, but make the final decision when necessary. Wrapping Up Referring to management, baseball Hall of Famer Sparky Anderson, is quoted as saying “If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It’s never the other way.” Sparky Anderson knew this years ago! Good leaders don’t blindly parrot the leaders of their youth and expect buy-in from today’s workforce. They know that much has changed. No two projects are the same. Even projects that look identical at the beginning can look much different once the work is underway. The bottom line then, is to continue your practice, good leaders understand that it’s not about them and that by walking the fine line between control and freedom, decisiveness and flexibility that they’ll have a more engaged and accountable team. I encourage you to try adapting your leadership style. Email me and let me know how it works out Book Credit: The Dichotomy of Leadership, Authors:  Jocko Willink and Leif Babin, Publisher:  St. Martin’s Press, Publication Date:  September 25, 2018, ISBN:  978-1250195777 Pivotleader's Norm Adams has 30-years’ experience coaching and consulting with small business owners, Indigenous entrepreneurs, as well as public and private companies in Canada and the United States. How effective if your team? Do you know? If you need a second set of eyes, contact Norm today at norm@pivotleader.com.   ps. Save the Date! We’ll have more details in the future, but we’ve picked the date for Strategic Planning Day 2025 at the Prince George Golf and Curling Club. Join Norm Adams and Dave Fuller on Thursday, January 9th at 10am!

Developing a Learning Culture It’s that time of year again! The days are shorter, the nights have cooled down, but by mid-day it’s tee-shirt weather and there are still days left to barbecue and eat outside. I love this time of year! Oh, yes, and it’s back to school time! Back to school shouldn’t be just for ‘students’ – as a leader it’s a perfect time to focus on your growth too. In today’s fast-paced business world, successful leadership isn’t just about setting goals and managing teams; it’s about continuous learning and self-improvement. Regardless of profession, business owners and managers today need to recognize that professional development and continuous learning are essential elements to staying ahead of the curve and fostering a thriving workplace. Recently, I worked with a company to develop a 90-Day Plan. It was a most unique experience for me because, for the first time, I was working with a company that took professional development so seriously that they added it as one of their goals – literally, it read “ EVERYone needs to have a PD Plan for the coming year by September 30th”. We are a learning organization . ” I followed up last week to find that the team was on track towards their stated goals but what really impressed me was that the company President was not only the first person to submit a PD Plan, he was already enrolled in a certificate course on management and leadership. Is your business a learning organization? Why not? The difficult truth is that, likely, it’s because, as a leader, you’re not modeling it let alone encouraging it.  Leaders who prioritize their development are more prepared for the challenges ahead and this approach can create a ripple effect throughout their organizations. Teams become more engaged, innovative, and equipped to handle the demands of an ever-evolving market. It all starts with one simple habit: reading. Learning should never stop, no matter what stage of your career you’re in. I earned an MBA degree at the age of 55, proving that the pursuit of knowledge has no age limit. I’ve always been a reader but now I encourage people to dig deeper - especially as they progress through their careers. I believe the older you get, the more valuable continuous learning becomes. Staying curious and open to new ideas is essential to thriving as a leader—and reading is the most approachable way achieve that. The alternative is to do nothing and to keep implementing the same old early career practices. Let’s face it – not everything from the good old days was always good! The enemy of progress lies in the phrase "We've always done it that way." Why Continuous Learning is Essential for Leaders and Teams The world of business is evolving faster than ever. I won’t sidetrack the discussion with talk of AI, but new technologies, shifting market trends, and the rise of remote work all mean that continuous learning isn’t just a nice-to-have; it’s an essential skill for maintaining relevance and driving success. Are you a leader that’s feeling overwhelmed with it all? Start reading! Leaders are readers and leaders who actively pursue learning are more adaptable and better equipped to handle change. Whether it’s gaining insights into emerging industries or improving soft skills like emotional intelligence, the benefits of continuous learning are immense. As McKinsey research highlights, re-skilling has become critical in this new era of work, where roles evolve and require fresh approaches [McKinsey] . Leaders who commit to learning set a strong example for their teams, fostering an environment of growth and innovation. Moreover, continuous learning helps leaders enhance their decision-making capabilities, problem-solving skills, and ability to inspire others. It helps keeps their intellectual agility, enabling them to navigate complex challenges with confidence. [ Professional Leadership Institute ] [ Shift Workspaces ]. This is especially important as businesses face the unpredictability of global markets and the increasing need for rapid innovation. For teams, a leader’s commitment to personal development sends a powerful message and employees are more likely to follow suit - leading to a workplace culture where learning is valued. This, in turn, boosts employee engagement and retention, as people are more motivated to grow within organizations that prioritize development.   How Reading Contributes to Better Leadership Reading is the most accessible and impactful way for leaders to expand their minds and enhance their leadership abilities. Through books, articles, and other resources, leaders can explore new perspectives, understand different business models, and learn from the experiences of others. It all starts with 30-minutes a day. The average person, according to several online sources, has a reading speed of 300 words per minute. At this speed, it's estimated that a committed reader can knock off between 33 and 52 books a year! It's not just about consuming information - it’s about developing the ability to think more deeply and reflect on one’s own leadership journey. So, what you read is important.  Great leaders make time to read, not just for the knowledge they gain but for the way it helps them stay adaptable and future-focused in an ever-changing business landscape. Oh yes, and there are additional benefits of reading before bedtime. Studies show that if you pick up a book before bedtime instead of doomscrolling on your phone, you'll experience less stress, less anxiety and you’ll sleep better! So, read your way to better health! Recommended Reads One of the best ways to continually grow as a leader is to learn from the insights and experiences of others. Books, podcasts, and online courses offer invaluable wisdom on leadership, business strategy, and personal development. Below are some recommended titles from the PivotLeader library. Call them PivotLeader picks! "Leaders Eat Last", by Simon Sinek  From the author of “Find Your Why”, Sinek dives deep into the idea that great leaders are those who prioritize the needs of their teams. By focusing on trust, empathy, and teamwork, leaders can build a loyal and resilient organization. Sinek uses military and corporate examples to show how leaders who put their people first are more likely to create success in the long run. "Dare to Lead", by Brené Brown  One of my favourite quotes is from Brene Brown “Authenticity is the daily practice of letting go of who we think we’re supposed to be and embracing who we are.” Brené Brown’s work focuses on the power of vulnerability and courage in leadership. In “Dare to Lead”, she explains how leaders can embrace uncertainty, take bold risks, and cultivate trust with their teams. This book is a must-read for leaders who want to foster a culture of openness and innovation. "The Five Dysfunctions of a Team" by Patrick Lencioni  Lencioni outlines common pitfalls that teams face and how leaders can help overcome them. Through engaging storytelling, he offers practical advice on how to build trust, embrace conflict, and drive team accountability. It’s an easy read and a fantastic resource for leaders looking to strengthen team dynamics. Buy an extra copy for your staff! Themes for Business Leaders The theme here is that while it’s important as a leader to focus on your own development, it’s only one step. As a leader, you’ll want to create an environment where continuous learning thrives throughout your organization. A culture of learning helps your team stay innovative, adaptable, and engaged, which is critical in today’s competitive business landscape. Plus, it may help reduce staff turnover! Lead by Example  Think back to the example I shared of the company that put PD on their 90-Day Plan. The company President was the first on board! If you're leading a team, your team - like his - will take cues from your behavior, so it's essential to model the importance of learning. It doesn’t have to be formal, either. Share the books you're reading! Discuss the courses you’ve taken! Share how continuous learning has helped you in your role. It’s a much more productive way to spend the day than sharing the politics of fear that surrounds us. Encourage Open Learning Opportunities  Offering practical, accessible ways for your team to develop new skills is key. You can investigate learning grants, provide stipends for books or courses, invite guest speakers, or host regular “lunch and learn” sessions where employees can present on topics they’ve researched. By fostering a learning environment you’re also creating a space for collaboration and idea-sharing Create Psychological Safety  Building a culture of learning also means creating a safe space for experimentation and failure. Not every pursuit will Leaders who allow their teams to try new ideas, even if they fail, build trust and encourage innovation. As McKinsey’s research highlights, this sense of safety helps people learn from their mistakes and pushes them to grow faster. Wrapping Up In today’s rapidly evolving business world, continuous learning isn’t a luxury—it’s a necessity. By embracing reading and professional development, you’ll not only improve your leadership, but you’ll also set the stage for your team to thrive. Before I enrolled in an Executive MBA program at 55, I remember thinking “I don’t have time”. I didn’t. Then Lisa reminded me “if you wait a year, you’ll only be a year older.” So, I found the time - from 4am to 6am every morning. The most successful leaders never stop learning, no matter where they've been or how far they've come. There is no better time than now. Norm Adams, a Certified Professional Business Coach, Project Manager, and Business Developer, was selected the 2023 Business Coach of the Year by the Professional Business Coaches Association of Canada (PBCA ). Norm's next read? "The Hard Things about the Hard Things - Building a Business when there are No Easy Answers," by Jacques Pauwels. What are you reading? Contact Norm today at norm@pivotleader.com .

Recently, I joined a colleague for a cold-one at Crossroads Brewing here in Prince George. With the mercury hovering around 30ºC (86F), it was a great way to wind up Thelma day. Part-way through our visit, we were joined by two others - both of whom held Business Development roles with their respective companies.   Putting “Business Development” on a business card confounds me. In years past, people in “BD” roles handed out business cards with titles like Account Manager, Sales Manager, Sales, Sales Representative, Regional Sales – Northern BC, Online Sales, or Marketing. These titles were handy because they conveyed a sense of what that person’s day-to-day job might look like. Today though, I’m left with the impression that having the title of Business Development is just a nicer way to say “Sales Rep” without admitting to having a sales job. [There is a] disconnect between what business development truly entails and what it is perceived to be. Let’s get into it.   This topic has been a fascination of mine since January’s Mining 4 Beer event. It was there that, for the first time, I noticed that from start-ups to established corporations, professionals labeled as Business Development Managers or Directors are now commonplace. However, upon closer inspection, it’s evident that many of these roles are essentially sales positions with a fancy title.   My intent for writing about this stems from what I view as a short-sighted view on business development because Business Development is more than just sales.   Too often, I hear owners or General Managers tell me of their plans to hire a “business development” person or get “someone to do BD”. Worse, sometimes I hear that they’re going to fire their BD person!  Both phrases are hallmarks of the disconnect between what business development truly entails and what it is perceived to be. So, before you hire (or fire) a business development person, let’s look more closely at the components of BD.   Market Research and Analysis: At its core, business development starts with your understanding of the market. This involves thorough market research and analysis. Where are the new opportunities? Are there emerging trends? This requires more than just knowing who your customers are, it requires you to understand their business. If you understand their business, you’ll understand how you can provide value. The trouble is, we’ve forgotten how to network! With so much technology at our fingertips we’ve forgotten how to shake hands and hand out a business card. Strategic Partnerships: BD is also about building strategic partnerships that can drive growth. Whether such an alliance is a simple collaboration or something more substantial like a joint venture, or strategic alliance, the goal is to leverage each other's strengths and resources to achieve mutual benefits. Sales and Marketing This section is what prompted me to write this post - while sales is a component of business development, it's just one piece of the puzzle. Sales professionals focus on converting leads into customers, but good business development means developing marketing strategies that drive awareness and generate the leads  for salespeople to act on. Further, sales professional are the ones who provide boots-on-the-ground feedback to the marketing team and to management that will help drive the overall knowledge of the market.   My point? Do you have a marketing strategy? If you don’t, you’ve put your salespeople at a disadvantage. If you do, but you’re not including your sales staff in the strategy, you’re likely imparing your ability to generate new business and grow the company.   A marketing strategy will define your strategic approach to web content, social media, and promotional campaigns – all of which are aimed at attracting and engaging potential customers. The focus is about creating a demand. Your strong business development strategy will have a cohesive sales and marketing plan that aligns and complement with your overall growth objectives.   Product Development Innovation is a critical aspect of business development. Keep this in mind because, nowadays, you compete with vendors across town AND around the world. Pay close attention to how your clients are using your products. Ask questions and share this feedback with your suppliers so that there’s an opportunity to improve. If you don’t currently manufacture a finished product, your good questions may reveal an opportunity for you to start producing a product or patenting an idea. You never know!    Networking Anyone who has worked with Pivotleader over time, has heard me talk about the “power of relationship”. I believe that business is all about the relationships you hold and, I believe, your good relationships will play a role in each of the previous four points: Market Research and Analysis A good network will help you understand your market and make your market research easier. Strategic Partnerships: A good network will enable you find the sorts of strategic partnerships and alliances you seek. Sales and Marketing: A good network will generate referrals Product Development: A good network will help you innovate and put you in touch with people who can help you do so. The trouble is, we’ve forgotten how to network! With so much technology at our fingertips we’ve forgotten how to shake hands and hand out a business card.  We’d rather forward a newsletter or send a survey than email a person directly. We’d rather email than call. We’d rather call back than leave voice mail. We’d rather call the office than call a mobile.  We’re more connected than ever but we’ve never been so impaired to communicate.    Yes, effective networking includes social media interactions, but it also requires something less scripted – it requires engagement at industry events, and conferences. It could mean participating with your professional association. It could mean agreeing to give a speech or host a workshop on an emerging trend or hosting an industry event of your own.   Do you have a marketing strategy? If you don’t, you’ve put your salespeople at a disadvantage. Financial Planning and Management At some point you knew the topic would turn to money. So before your hire or fire someone in a Business Development Role, commit some time to planning and ask yourself some honest questions.   What is it that you want to accomplish? Do you have a Strategic Plan? How well are your current BD efforts supporting your Strategic Plan? Why? Why not? How well have you supported your BD staff? Did you and your team draw up a marketing plan or did you simply hire a “BD Guy” and provide a cellphone?   These are just a few key questions to get the ball rolling, but the point is that I find that few companies have fully appreciated the importance of aligning their business development efforts to their overall strategy. It’s a practice that seems so counterintuitive.   Wrapping Up  Good business development requires market research, attention to strategic partnership opportunities, sales and marketing, attention to product (service?) development, networking, and a budget. In a new company, these responsibilities may fall to one or two people. In a larger company, there may be a team dedicated to BD. Either way, in today’s competitive business environment, good BD requires understanding the true scope of what defines BD – it’s more than a new website, it’s more than a new logo and it’s far more than just sales. If you recognize this and invest accordingly, you’ll be better positioned to seize new opportunities, innovate, and thrive. --- Norm Adams, a Certified Professional Business Coach, Project Manager, and Business Developer, was selected the 2023 Business Coach of the Year by the Professional Business Coaches Association of Canada (PBCA ). Norm also co-hosts Mining4Beer events (along with Perry Cook) all over Northern BC. These free networking sessions are sponsored by industry and provide great opportunities to 'get your networking game on'. Do you have a marketing strategy for your company? Contact Norm today at norm@pivotleader.com.

Special Contribution Guest Contributor Riley Skinner is the Executive Director of the Crisis Centre for Northern BC. Located in Prince George, the 'Crisis Centre' services Northern BC - from Quesnel, north to the Yukon border, west to Haida Gwaii, and east to the Alberta border. The 'Centre is internationally accredited through the American Association of Suicidology and provides suicide intervention and prevention expertise to Northern BC and across the country. The Crisis Centre is open 24-hours a day, 7-days a week and answers over 13,000 calls locally and over 7,000 nationally per year - more than 70% are calls from people in crisis. If you or someone you know is having thoughts of suicide or needing to talk, the Northern BC Crisis Line (1-888-562-1214) is a confidential and non-judgmental phone line to discuss anything troubling you. They are here to help. In 2024 mental health is a topic that continues to take space in our conversations, workplaces, and in pop culture. As a community we promote mental health practices because it’s the right thing to do. Many employers have shifted to developing wellness and psychological safety policies to do their part in promoting good mental health. Many employers have also started implementing wellbeing assessments into surveys and one-on-ones. But do we as leaders always walk the walk after we talk? Mental health is a universal human experience that we all interact with every day, either consciously or subconsciously. Like physical health it changes overtime, sometimes due to our direct actions, and sometimes out of our control. When we become physically unwell there are things that we do for ourselves and sometimes for each other: Resting, first aid, seeing a doctor or healthcare professional, etc. When we become mentally unwell the solutions aren’t so different. Many of these things we have come to understand as self-care. The average Canadian spends 38 hours a week working or at their workplace. This number is a little higher for workers in goods-producing industries compared to those in service-producing industries which is a little lower than the median. Additionally, over 80% of the workforce has a full-time work arrangement. To put that in perspective, most Canadians are spending one third of their waking lives completing tasks and collaborating with others.   In 2023, 55% of calls received by the Crisis Centre were related to mental health issues. The top themes are social isolation, financial stressors, employment stressors, and anxiety. These can be heavy things that impact a person’s entire life, especially work.   Employers can make a difference by adopting a person-centred approach to employee management. The key to this practice is acknowledging that individuals strive to do the best that they can given their unique circumstances. The belief here is that if an employee had the ability to be better, do better, or perform better at work they would. This frame is so important. If you or someone you know is having thoughts of suicide or needing to talk, the Northern BC Crisis Line (1-888-562-1214) is a confidential and non-judgmental phone line to discuss anything troubling you. They are here to help. When we engage with staff from a place of supporting success rather than highlighting shortfalls, we build trust and transparency needed to really be there for them when they need it. Another key tool is curiosity. How can we get curious about an individual’s well-being? It might be asking questions; it could also be listening with empathy. Empathy is a word that is said more than understood. Empathy is not feeling bad for someone, it’s feeling with someone. Empathy is the ability to hear what someone is sharing and reach down inside oneself to connect with a part of themselves that knows what it feels like to be in someone else’s shoes. After all, we all know what it’s like to work under pressure, have turbulent interpersonal relationships, and carry mental health issues from time to time.   These tools can help leaders get closer to what is going on beneath the surface and start fostering genuine human connection. Opportunities for human connection although brief and unremarkable for some, serve as the antidote for many of the most common mental health issues that present in a professional setting like anxiety and social isolation.   Sometimes these conversations can be hard to approach, and we don’t always know what to do with what we are told. The acronym below can act as a guide:   Worried about someone? "WALK" with them. WARNING SIGNS Indications that someone may be mentally unwell. It could be anything that is out of the ordinary for them. Warning signs often carry themes of loss accompanied by some common attitudes. Some significant losses that can happen in the workplace or follow people from home: Death of a loved one A key relationship unraveling or ending Instability /turmoil at home/in one’s family A severe change in social status or a sense of belonging Unemployment , loss of a highly valued ability or activity Fear of disciplinary action/incarceration/physical violence Trauma from sexual or other assault Trauma from serious illness or injury Major financial/economic loss Some attitudes to look for: Depression: Nothing seems important anymore. Hopelessness/helplessness: There is nothing I can do to change this. Purposelessness: There is no point to anything. Worthlessness: I can’t do anything right. Overwhelmed: I can’t stand this anymore. Intense worry/anxiety: Everything is falling apart. Everyone is going to be disappointed in me. Recklessness/impulsiveness: I don’t care if I lose my job. ASK Ask them clearly and directly about their mental wellbeing: “Lately it seems like you are feeling down. What’s going on?” LISTEN You can help and care for someone by simply listening to them. Accept the person’s feelings instead of minimizing or judging them. Tell them it is okay to feel the way they do. Try to understand things from their perspective. Avoid joking around or acting shocked. Be patient, be empathetic, and persistent. KEEP SAFE Offer help. Let the person know you care and want to help. Be there to listen, support and encourage them to get the help they need. Keep in mind that it isn't your job to fix their life or solve their problems. Help them help themselves. Suggest people they can talk to, such as a parent or relative, close friend, teacher, counsellor, doctor, or nurse. If they won't get help for themselves, get it for them. Tell someone you can trust. Call a Crisis Centre. Crisis Centres give support and information to people in distress, as well as to the friends and family who care about them. Be firm and be focused. Never promise things you can’t follow through with. Never dare a person or say you don't believe them. Never leave a high-risk person alone without making sure that they have help. By practicing person-centred management, embracing curiosity, and showing true empathy, we can take steps in the right direction towards creating more supportive and mentally healthy workplaces for all employees. Guest Contributor Riley Skinner, the Executive Director of the Crisis Centre for Northern BC, has been a driving force in advancing the organization's commitment to positive social change & community impact. Under Riley's leadership the Crisis Centre has been recognized as a Leader in Community Organizations and Nonprofits (Prince George Business Excellence Awards - 2023) and as Prince George's Best Non-Profit ( CommunityVotes Awards Gold - 2022, Platinum - 2023, 2024). To reach out to Riley directly at riley@crisis-centre.ca or find out more about the Crisis Centre for Northern BC go to https://crisis-centre.ca/

Maybe life isn’t about avoiding the bruises. Maybe, as the saying goes, it’s about collecting the scars to prove that we showed up for it. After all, none of us gets to leave without encountering bumps along the way. When we focus on healthy mind and spirit, we learn from our experiences and overcome. I live in Prince George, not far from UNBC. Over the years, the UNBC hill has been a convenient go to for exercise. Depending on where you start and where you turn around, the round-trip is a nice 5 – 7km walk. Along the way you’ll be rewarded with a nice view of the City and, on occasion, you’ll catch a glimpse of a moose or a bear. Deer are commonplace, as are foxes and rabbits. ‘The hill’ is one of the things I love about living here. Last month, I posted a picture of street lamp No 3. If you’re on the way up the hill, you’ll see it on the right, just as the road begins to curve. Fourteen years ago, this was where I nearly collapsed. It was an early evening in April 2009. Eager to stretch my legs after a drive from Vernon, I was looking forward to the walk. However, something was wrong from the outset. I didn’t feel ‘right’ and had no energy whatsoever, but I brushed the feelings aside and started on my way. A few moments later, as my partner gave me a good-natured ribbing about being so slow, I stopped at No 3. I was really dizzy and things were feeling very wrong. We returned to the car and drove to UHNBC Emergency. When they took my pulse at the admissions desk, I was hurried to a bed and swiftly attached machines that monitored my pulse, and blood pressure. Everyone looked confused: my pulse bounced around from 240 to 300 bps yet I wasn’t sweating, nor was I short of breath. I wasn’t in pain and my BP was only slightly elevated. I wasn’t having a heart attack but what was happening? The next few hours are a blur. At one point, three doctors stood in front of me wearing blank expressions. I was reminded of Japan’s three wise monkeys – see no evil, hear no evil, speak no evil – and wondered who might talk first but none of them offered an opinion. A few hours later, a fourth doctor arrived by himself. He pointed at the heart monitor and my still racing heart and, with a chipper voice, said “Well, at least we know there’s nothing wrong with your heart.” Confused, I asked him to clarify. In the same upbeat voice he explained that he was an electro-cardio specialist on locum from Vancouver, “If your heart wasn't strong, you’d be dead by now.” Good to know. I won’t bore you with the medical details that defined the next six-months except to share that after I was cardioverted - a procedure where defibrillators (‘the paddles’) are used to jolt the heart back to a regular cycle – one of the doctors warned that any form of exercise could kill me. I was upset to say the least - to that point in my life I'd always been active and was intent on proving him wrong. I insisted on a second opinion and, after some persistence, was referred to St Paul’s Hospital in Vancouver. After more tests at St Paul’s, I met with two more specialists. They gave me the green light to exercise. “Go for it!,” one said. “If your body needs to stop during exercise it will tell you, just like it always has, but stay hydrated! Dehydration is the body's enemy.” Over time, as I weaned off the medications, I felt my body return to me. I was excited to start up the hill again. Why am I sharing this? Simple - I share this because you or someone you know might have experienced a threat to their health recently and I want to offer some encouragement. First and foremost, get the second opinion! Read. Educate yourself. Move forward. It’s your life, live it! I also share this because, in my personal circle, I know people who have experienced significant threats to their health: stroke, long-covid, concussion, heart attacks, and addiction. Each of them, in their own way, understands what it’s like to have their body abandon them. All have moved forward despite being told how their condition might dictate the rest of their lives. My friend who experienced a stroke in 2020 worked exceptionally hard – harder than I thought he was capable of – to regain his speech, his gate, and the use of his right hand. He’s skiing again. He’s running again. Lingering symptoms aside, he is happier than I have ever seen him. We celebrated together, last year, when he demonstrated how he could snap his fingers again! It was a great evening. After being assaulted in September 2015, I was left with a significant concussion and cognitive impairments that lingered for a few years. Most notably, I’d lost my ability to write. So much so that a simple business letter required ten hours or more to complete. Since then, I’ve completed several courses, and an MBA. Now, when I sit down to write, I celebrate. For me, a world without words is an empty one. My partner is a COVID long-hauler. While you may have your opinions about how COVID started, or who started it, it was real, and I had a front row seat to the memory loss, the brain fog, the fatigue, the loss of smell and taste, and the other symptoms that came, went, and then returned. Through it all, she read voraciously and is now a great resource on the relationship between COVID and the Vagus Nerve and the role the Vagus Nerve plays in good health. While Western medicine has only recently acknowledged this relationship, the most ancient medicinal practitioners knew this long ago. She is back at work now, and thriving. After two heart attacks, a colleague sold his business. I caught up with him two weeks ago. He now lives on the sunshine coast. I could hear him smile as he excitedly cut our call short to check his crab traps before the tide changed! He is excited about where the next chapter in life will lead him. I am excited for him. In my circle, are two people who are ‘clean’ after years of addiction. Both are very forthcoming when speaking of their journeys. Both are a wealth of knowledge, not just for addicts and their families but for all those who feel they possess the answer on “how to deal with addiction”. Their optimism is infectious and motivating. Both look forward, not back, and both look forward to what life has to offer them. The common thread to each of these stories is that not one of these people accepted the opinions of others and gave in. They fought and failed, often silently, and overcame limitations. In their own way, each is stronger and better than ever. In their own way, each is doing their best work. My friend made plans for the next half-marathon while still struggling to stand. I kept writing – swearing and crying until thoughts became paragraphs. My partner investigated and found a pool of wisdom that was thousands of years old, when western practitioners wouldn’t return a phone call. My colleague with the two heart attacks found a way to reinvent his life and is happier for it. Instead of feeling sorry for themselves and for what they’ve lost, my friends manage their addictions daily, and celebrate that they can help others in ways that no one else can. If you or someone you know is struggling, I invite you to believe! Whether the struggle relates to your personal health, your spirituality, your finances, your personal relationships, or to the health of your business I invite you to believe that the struggle doesn’t have to last. Nor does it have to define the the rest of your days. Resources are available but it all starts with you! I’m off to walk the hill now. As I do every other time, I’ll pass No 3 and nod “No, not today my friend.” The rest of my life awaits. The rest of your life awaits too. Go out and get it! Norm Adams, MBA, is a Certified Professional Business Coach with more than 25-years business experience in both Canada and the US. He recommends mixing business with exercise - forego an office meeting this week and go for a walk around the block instead. If you've time, walk the hill over lunch!

June is Men's Mental Health Month There’s a mental health epidemic in our country. If you haven’t taken notice, I’m not surprised. Largely, the reaction in today’s business world is to treat mental health as something that the individual must “work harder to get over”. Which is a nice way of saying that people just need to “get their sh*t together.” It’s an interesting disconnect – while our society favors free market capitalism, it willfully ignores that corporations are made up of individuals but, in Canada, those individuals aren’t doing well. Here are some questions for you: How healthy is Canadian business when over 5 million people aged 15 and older met the diagnostic criteria for a mood, anxiety, or substance use disorder – that’s 18% of the population. How healthy is Canadian business when, among men, 7.6% experienced a major depressive episode, and 5.2% suffered from generalized anxiety disorder. How healthy are our businesses when approximately 4,500 Canadians die by suicide each year (that’s more than 12 each day) and the suicide rate is 3 times higher among men than among women. The correct answer to all these questions? Not very – and it’s costing us. The annual economic cost of mental health in Canada is $ 50 Billion The cost of a workplace disability leave for mental illness is 2-3 times that of a physical illness. It’s hard to nail down because absenteeism is easy to track and the impact easy to measure. However, when employees are present but not particularly productive due to a chronic personal health condition, a mental health challenge, family matter, or other personal matter it’s a much different situation. We can come up with a plan for absenteeism but this presenteeism is disruptive as co-workers, weary from picking up the slack, start expressing their resentment. While our society favors free market capitalism, it willfully ignores that corporations are made up of individuals but, in Canada, those individuals aren’t doing well. Leaders, how can you recognize that an employee might be struggling with their mental health? If you know your team and you’re paying attention, you’ll notice when ‘your people’ have veered from their baseline behaviors. You don’t need to be a therapist, but you need to be present. Here are some key indicators to watch for: 1.     Changes in Behavior: Increased Absenteeism: Do you have an employee who’s inexplicably absent, these days? Have sick days increased with no clear explanation? Escapist Behavior: It’s sometimes difficult to spot but if an employee is staying late, working weekends, or coming in especially early without a clear reason for doing so you might want to check-in. Physical Symptoms: Stress hits all of us differently. Some of us get chronic headaches, others might have digestive issues, or other persistent physical ailments that can’t be explained away. If you feel a co-worker or direct report isn't looking well, ask. 2. Emotional and Psychological Changes: Mood Swings: Is your usually ‘chill’ employee suddenly not so chill? Are they easily irritated over minor issues or respond disproportionately to criticism? This might be something worth checking out. Difficulty Concentrating: Do you notice that an employee is struggling to focus, make decisions, or complete tasks that normally they wouldn’t have a problem with? 3. Changes in Work Performance: Decreased Productivity: Has there been a noticeable drop in the quality or quantity of work produced? Lack of Engagement: Have you noticed a reduced enthusiasm or motivation for work? Do you have an employee whose now appearing disengaged during meetings and discussions? Uncharacteristic Errors: Have you noticed an employee making more mistakes, or displaying poor judgment in decision-making recently. The bottom line - behavior is communication. Everything is connected. I’ve presented these as separate talking points but, really, all the above bullet points speak to a change in behavior of some kind. Mock the term ‘safe space’, if you must, but your job as a leader is to inquire and, should someone need to talk, they need to know that your office is a confidential space for discussion. Employees need to feel confident that their conversations with you aren’t being shared. Sometimes, just being able to talk is all it takes but often the hardest thing to do is to reach out and ask "Do you have 5-minutes?" Asking a co-worker to join you for a coffee, could be difference between a 9-1-1 call and a 9-8-8 call. So how can we improve mental health at work? Not surprisingly, there are plenty of ideas. Also, not surprisingly, not all are a fit for your workplace or your leadership style. That being said, here are four practical ideas that are easy to implement regardless of what your workplace setting or industry is: Work on your systems It’s true that employees leave bad managers. However, it’s more accurate to say that employees leave the systems that create or tolerate bad managers. Good systems not only increase productivity, but they also help identify what each employee needs to efficiently fulfill their role. In this environment, bad managers can’t easily hide. Start on the inside Sometimes company’s seek outside consultants help to improve ‘culture’. However, if there are no leaders in the company with a good understanding of workplace dynamics, an outside consultant will be seen as just that – an outsider. Knowledge of culture is important. A company is more than an organizational chart and, it bears repeating - companies are made up of individuals. There are power structures and internal alliances to consider, and these often undermine formal company initiatives. Leaders who know their teams well can identify and engage internal champions who can support the consultant’s efforts and help drive the change from within. Be Patient – Improvement takes time Unlike software updates, workplaces can’t be updated with a click of a button. If you are intentional, you’ll accept that improving the workplace is a long-term commitment. Acknowledge the impact of technology on mental health. Look for training opportunities. How can you prioritize meaningful relationships and connections among employees? Walk the Talk Leaders remember, there’s no single ideal place to start - just make sure you do, and then be patient. You may want to start by walking around in the morning and talking to your employees. More importantly, listen to them! Sure, you'll feel awkward at first. It will feel awkward for your employees too but, if you stick with it, you may find that MBWA (Management by Walking Around) becomes a key strategy in moving your team forward. (External Link: https://www.cleverism.com/management-by-walking-around-mbwa/) Destigmatizing mental health is a key ingredient of the equation. Leaders, understanding mental health doesn’t make the workplace softer and it doesn’t make you weak. In fact, I’d argue that if military leaders appreciate the impact of mental health, then, you as a leader should too. To quote former US Secretary of the Navy, Thomas Harker “[Mental health is] about early prevention. It’s like cancer, the sooner you catch it, the sooner you can correct it and get whatever it is you need, whether it's counseling, or prescription medications, or religious services,” says Harker, “Whatever it takes … “  If I've got a weakness in my leadership skills, I'm going to do everything I can to develop leadership techniques that will make me a better leader. As the saying goes, to win – you must begin. --- Norm Adams, a Certified Professional Business Coach, was selected the 2023 Business Coach of the Year by the Professional Business Coaches Association of Canada (PBCA). He is a trainer, facilitator, business developer, and business owner with 30-years’ experience working with small business owners, First Nations’ Governments, Indigenous entrepreneurs, as well as public and private companies in Canada and the United States. Do you have an employee who recently suffered a concussion? Ask Norm about his 2015 concussion that sidelined him for 6-months and learn, first hand, about concussion and mental health. Contact Norm today at norm@pivotleader.com.

Introduction In my career, I’ve had my share of bizarre workplace events. For example, there was the time a co-worker once brought a 14” Bowie knife to work. We knew nothing about the knife until he grabbed it from his desk drawer and with one dramatic swing, sliced through a report he’d been proofreading for a co-worker. He squealed in delight at the sharpness of the blade as the author of the report left his office in tears. When his Supervisor heard of what had happened, he only laughed and went to see the new knife! Oh, yes, and there’s the co-worker whose girlfriend went missing. Teary-eyed and distraught, we watched as he appeared before reporters and pleaded for her safe return. Later, he returned to work to soak up support from co-workers who rallied around him when news broke that she was found, dead, in the trunk of her car less than two blocks from our workplace! Who could have done this? Well, isn't it always the boyfriend? Within the month he was arrested. The next year, he was convicted of the murder. Come to think of it, that was 1988. He was paroled years ago. I should check on that. There’s the CEO who, to assert his authority over the room, angrily warned us to be wary of his temper. “When you see the vein on my neck start to throb you better watch out!”. When I get together with my old-colleagues, we still laugh at the scene - it was the first (and last) time any of us had been asked to watch someone’s “throbbing vein”. The same CEO also had a penchant for texting key managers after-hours, sometimes 20-30 times an evening. Ignoring his texts would then trigger him to call and fill the voicemail with obscenities. At the same time, his newsletter contributions extolled the virtues of teamwork - "it makes the dream work". You can’t make this stuff up! Murder aside, how disconnected does one have to be to wave a knife around the office and think it contributes positively to workplace culture? What performance gains does a CEO hope to achieve from threatening a room of subordinates with tales of his temper? Over the last month, I’ve had numerous conversations with people who’ve shared bad-boss, toxic workplace stories. The stories are alarming. What’s equally alarming though, is how we also go to great lengths to catch each other. Here’s a great example that’s come to me recently involving Abermarle Marketing Group (AMG) in Vancouver. Before you check, I’ve changed the company name and names of the characters. Tracy was over the moon to land a job at AMG. She knew it to be a competitive work environment, but she looked forward to learning more about the industry and soaking up the culture that she’d heard so much about. What Tracy didn’t know was that the workplace had changed. The arrival of a new charismatic CEO had given rise to a toxic "gotcha culture," where employees clamoured to gain favor with upper management. Enter Mallory, a mid-level manager, who’d been with the company for several years. Frustrated at her lack of advancement, and feeling the pressure to perform, Mallory was caught up in the new culture – so much so that she’d resorted to recording private conversations with her colleagues. One such colleague was Tracy. Over wine at a quiet watering hole with Mallory, Tracy shared her candid opinions on what she considered a lack of leadership in the company. After a second glass of wine, Tracy’s recorded comments were especially useful to Mallory who shared them with Maya, a Senior Manager with the company. The back story to all of this is that Mallory was insecure in her position. Unlike Maya, Mallory had been passed over for promotion on more than one occasion, she was envious of Tracy’s youthful enthusiasm and how quickly Tracy had infused herself into the workplace. Mallory and Maya had always been close. With Maya poised to be the company’s first female Vice President, Mallory hoped that by sharing the recordings of Tracy she might finally be able to move up and, this time, take Maya’s old job. Impact on Workplace Trust Mallory's recordings came to light by accident. Apparently, she was queuing up a presentation and clumsy fingers pressed play shortly after her phone connected with the wireless speaker. At first, the table heard only background noise but then Tracy’s recorded opinions on leadership came through with surprising clarity. Confused, co-workers turned to each other as Mallory spilled her coffee in a scramble to control her phone. In the blink of an eye, a dramatic change in workplace dynamics took place. As people talked over one another, Mallory left the table in tears and left her co-workers with too many questions. Legal Considerations: Did you know? It is legal to record one-on-one conversations in BC. Yes, it’s true. While it’s illegal to plant a recording device in a meeting room, Section 184 of the Criminal Code allows a person to record a one-on-one conversation without notifying the other party. Again, it’s legal - so long as there are only two people in the conversation. Mallory knew this, she learned it from Maya. Maya learned it from the CEO who presented the practice as a ‘pro-tip’ of sorts. She bragged that her recordings had given her leverage at work but also with some key accounts. Want to learn more about recording conversations in the workplace? Here are some links: Recording conversations at work (Canada): What you need to know. - stlawyers.ca Can you get fired for recording conversations at work? Employment lawyer explains - Globalnews.ca Building a Trusting Workplace Fast forward to the present day, AMG now has a new VP of Human Resources, and they are on the hunt to replace the CEO who, interestingly, left the company at the same time as Maya. They were an item, which was a surprise to everyone – including the CEO's wife. I digress but, really, you can’t make this stuff up! Facing a mutiny, the company Board Chair invested in leadership training and communications. New leaders, like Tracy and Mallory (yes, Mallory still works there), are learning how to lead and care for their teams. By emphasizing ethical practices and fostering a culture of respect and open communication, AMG hopes to instill a new set of workplace norms. It’s still a competitive workplace but it’s already a much kinder one – and devices are left outside the door. Conclusion Tending to workplace culture is not light work, nor is it something that can be done part-time. As a company, AMG is learning this. More to the point, they’re learning a painful lesson that that it’s much easier to maintain workplace culture than to try and rebuild trust and morale. They're also learning that, while legally permissible, some practices not only undermine employees, they can also affect business as AMG has had to deal with the loss of several treasured key accounts. While I’ve changed the names, the story is true. Mallory is a good person. After taking a leave, she returned. It was bumpy reboot but she's doing well. Her story is evidence that good people do questionable things when they feel unsupported and cornered. Baseline behaviors change and when Managers aren’t checking in, employees are often left to their own devices - in this case, quite literally. Wrapping up, I invite you to look at your own leadership practice. While you might be surprised at the workplace stories, or legalities of recording, this post (murder aside) is really a reminder about leadership. How do you want to lead? Corporations tend to take on the personalities of their CEOs. So, as a leader, If you don't value communication, neither will your direct reports and neither will their teams. When leaders aren't transparent, employees gorge themselves on rumors, gossip and bad practice. In such environments, as AMG learned, no one looks good, no one feels good but everyone notices including clients. --- Norm Adams, a Certified Professional Business Coach, was selected the 2023 Business Coach of the Year by the Professional Business Coaches Association of Canada (PBCA). He is a trainer, facilitator, business developer, and business owner with 30-years’ experience working with small business owners, First Nations’ Governments, Indigenous entrepreneurs, as well as public and private companies in Canada and the United States. Do you know your employees? Don’t record them and keep your knives at home! Contact Norm today at norm@pivotleader.com.

We talk a lot in our newsletters about strategies that leaders can take to improve their work teams. We seldom talk of the home-team though: our partners, our children, our aging parents, and our loved ones. These are the people we say we are working for but, too often, these are the people we don’t see enough. They’re also the same people that we’re not communicating effectively with. I’ll use my friends Rob and Elaine as examples. Rob is an old friend of mine. We met recently for coffee to catch up. He works as a project manager for hire since being “rightsized” from a national company. As a consultant, he earns a generous income from his home-based office but like many consultants his work is characterized by long-hours and inconsistent cash flow. Many of his clients take 45-days or more before paying and even then, arbitrarily, some choose to pay on an instalment plan of their own design. I was eager to catchup with Rob. He is one of the most chill people I know. He’s very well read and very articulate. I was looking forward to picking up where we left off, but was surprised to hear him open up about more than just business. “Elaine is on me about money!” he said. “She just doesn’t understand what it’s like to work for yourself. She’s never had to! You know how it is?” Elaine, Rob’s wife, has worked for 20+ years at a local dental clinic. She earns less than Rob, but her regular paycheque arrives twice a month like clockwork which makes budgeting easier. Tired of looking inside mouths for a living she wants to reduce her hours, but she’s worried that Rob’s earnings won’t provide sufficient cash flow for the household. Plus, she wants to travel, and Rob is waffling about when he can take time away. It’s becoming an issue. I’m not a marriage counsellor. However, in my career, I’ve owned companies, loaned money to companies, consulted with, and coached dozens of business owners. In that time, I’ve had a front row seat to the major causes of hardship at home: lack of communication, financial problems, and unresolved conflicts. Rob’s marriage isn’t on the rocks. However, Rob and Elaine have ventured into an entrepreneurial red zone. To the entrepreneurs out there, listen up. Without a good communication strategy, the ‘business of the business vs. home’ can trigger a personal inflection point where stress-thinking replaces good thinking. That’s where the ride gets bumpy. Below, I’ve listed some items that might make life at both home and work a little smoother. About cash flow: While there are many financial advantages to owning your own business, there will be times where business income doesn’t arrive in time to cover the business expenses. While an established business can draw down on a commercial credit line to cover financial shortfalls, a new business doesn’t have that luxury. As the owner, you’ll have to cover the shortfalls personally so sit down with your partner and prepare them for how the ebbs and flows in company cash flow will affect the household. This is the financial version of The Full Monty (you’ll have to be over 45, to get the reference) and while it may be difficult, it’s nothing compared to a confrontation with a confused, surprised, and hurt partner who has just discovered that the personal credit line is maxed. About Hours: Working for yourself can impact the home life. It’s not that the hours are long, it’s that the hours are long, irregular, and characterized by after-hours phone calls, and sudden call outs. Then there are evenings at home which really don’t feel like evenings at home because of the time spent on the computer. Every business is different so the demands on owners vary. The only way to mitigate the impact on the home team, is to communicate and let them know that you’re working on strategies to improve things. About the Financial Plan: It’s a challenge to build a financial plan while also building a business. Take some time with your partner and meet (together) with your financial advisor about the strategies that you, your partner, and your business can take to make sure your family financial obligations are being taken care of. You may be pleasantly surprised at the outcome. About the importance of being kind: I recently read of how entrepreneurs need emotional support and understanding. It’s true, they do. However, kindness is a two-way street. Entrepreneurs are often myopic and unaware of the true impact their business is having on the home. The stress of long-hours and stretched finances manifest in the most peculiar ways so, again, choose to be kind – we ALL need support and understanding. It seems simple, because it all stems from communication. However, when teams aren’t communicating, players forget to do the small things. Mistakes get made. Bad words follow. The team spirals in free fall. The same things happen to business owners when the home team isn’t taken care of. So Leaders, do yourself a favor, and talk to your home team. If you prefer, treat the talk like a board meeting. It might seem a peculiar approach, but I guarantee that if you commit to meaningfully communicating with those at home, you’ll be rewarded. Back to Rob and Elaine. I called Rob this morning, just to check in. (Since I’m writing about him, I thought I owed it to him). He reported that, together, he and Elaine took time to discuss both his business and her desire to reduce her hours. They came up with a plan that left them both feeling more relaxed. Their discussion took far less time than he expected and concluded with a great Mother’s Day dinner with their family. The message: take care of the home team and they will take care of you. Norm Adams, MBA, while not a Marriage Counsellor is an experienced Business Coach with a background in financial services. He has more than 25-years in business in both Canada and the US. He’s looking forward to a long weekend with his home team. Have questions for Norm? Email norm@pivorleader.com. Many thanks to “Rob and Elaine” for the inspiration. You know who you are.

We have an eastward facing living room. It’s my zen space. Usually, I go there to read in the early morning before settling in with a coffee, reviewing email, and preparing for the day. This morning, as my inbox loaded, I could feel my energy leave me. Clearly, I have subscribed to too many email newsletters. I embarked on a purge. I started with those emails promoting free webinars. Since April 28th, I’ve received 70 invites to Free Webinars. 22 invites came from the same person. Sorry Dan, I’ve unsubscribed. Further, I’ve forgotten why I subscribed in the first place. This experience prompted me to take a critical look at our own newsletter practices. That lead to some online research and, well, here we are. While we’ve learned a thing or two, there’s always more knowledge to acquire so I thought I’d share some of my discoveries. Always be learning. We believe in the power of newsletter marketing, and we often suggest to our clients that they do the same. It requires commitment though and it can feel like work if you don’t have a process. For us, it’s straightforward. We commit to the writing and then Alina does the rest. She posts the articles to our website, to our Facebook page, and bundles up our latest offerings into a monthly newsletter along with other items that we think you might see value in. Afterwards we measure and examine the open rates and click throughs, and we look for things to try the next time out. If you’re just starting your newsletter and you’re feeling challenged, keep the faith. It is a long-term relationship, and, like any relationship, it takes a while. However, unlike most other relationships, newsletter marketing comes with hard data and you will be able to objectively measure what’s working and what’s not. As you continue your journey remember - a good open rate is considered to be 17-28% (Source: campaignmonitor.com). If you’ve been at it for several months already, and your open rate isn’t in the 17-28% window give some thought as to how you might improve this number. Is your subject line working? Size Matters: A boring subject line will kill any interest in your writing so try brushing up on your one line selling skills. Keep in mind, most email softwares cut-off subject lines at around 60 characters. So, yes, size does matter – shorter is better. You may even want to try cutting back to 30 or 40 characters so that smartphone users can see the entire subject line. Are you pushing out your newsletters too often? Don’t be a Dan. Dan’s the guy who invited me 22 times to watch his free webinar over the last five weeks. He’s the polar opposite of Chris Myden at yvrdeals.com. Chris’s pledge is that he only sends out an email when he spots “a truly amazing deal”. Because of this, I was hooked immediately. I ALWAYS open his newsletter and I’m never disappointed because the travel deals he shares are usually great! We can learn a lot from Chris about signal to noise ratios. What time are you sending? I am surprised at how many newsletters I receive at 3:00 am. By 8:00 am they’re buried, never to be seen again. Then there are the newsletters that arrive on Sunday. Really, neither of these are great strategies. The takeaway here is to experiment with both the day and the time of day. Over time, you’ll find what works for you. Research shows that the best days to send out emails (based on open rates) are Tuesday and Thursday while Monday is the worst. Friday, apparently, is the best day of all for both open rates and click through rates. As for time, we learned that mornings, around 9:45 am, works well. Are you sending your newsletters from your gmail account? George, one of our colleagues, refuses to deal with prospects who reach out from a personal account. It relates to branding and readiness and George argues that if a prospect is truly serious about their business, they will invest the effort in getting their own domain and their own branded email. Seriously, send your emails and newsletters from your domain and pair that domain with a basic website. It won’t cost much, and you’ll see a noticeable bump in your open rate. (Good read - Why Bulk Email? Click Here) Do you know your subscribers? If you are only known for providing a single service, the answer is straightforward. However, if you offer multiple services but your newsletter doesn’t have something for everyone you may want to segment your list. By segmenting your list, you can send relevant and valuable information to each group independently. Over time, your subscribers will see more value and your overall engagement will improve. Don’t be afraid to make mistakes. Expect to. We call that tuition. Unless you’ve really stepped in it, you’ll be forgiven. We’ve made our mistakes. Spelling mistakes mostly. My biggest blunder occurred when my reference to white collared workers was inadvertently changed to refer to white coloured workers. None of us caught it in time. My face was red for a few days but, thankfully, the fuss was short-lived. The damage was minimal. Norm Adams, MBA, has more than 25-years in business in both Canada and the US working in white collared and blue collared settings. Have questions for Norm? Now that he’s purged his inbox, drop him a line or ask him about his recent trip to Tuktoyaktuk where he met President Steinmeier of Germany and Canada’s Governor General, Mary Simon. Norm can be reached directly at norm@pivotleader.com

Some time ago, my family doctor shared some wisdom that I'll always remember. We had an excellent relationship, and although I wasn't in his office on a social call I looked forward to our exchanges just the same. On this particular day, as were wrapping up our time together, we discussed the fact that I'd been putting in some long hours at work. Looking weary, he shook his head, and waved his index finger at me. “Life's a meat and cheese platter, boy" he growled in his Scottish baritone. "When you die, your employer will send a meat and cheese platter to your house. Half of the people who sign the sympathy card will be so new in their positions they won't know who you are. Within a month most of them will just refer to you as ‘that guy who died’. As for your HR department, they'll likely have your job posted before your funeral service. Slow down, Man! It's simply not worth it!” Are you putting in too many hours at work? How long has it been like this? Why? What processes can be improved? What tasks can you delegate? Who in your team is ready to step up? Life is short, friends. Be the change. Norm Adams, MBA, is a Certified Professional Business Coach with more than 25-years business experience in both Canada and the US. This 'meat and cheese platter' exchange was one of Norm's most memorable exchanges with his family doctor of 15-years, Dr. Bert Kellly, who passed in 2017. Kelly was a passionate advocate for northern BC and a key architect in the development of UNBC's Northern Medical Program. Life is short - enjoy a good single malt from time to time.

You’ve heard it too many times already I’m sure, but I’ll repeat it again “if everyone is your client then no one is your client.” So, do you know who your client is? How much do you know? I ask because knowing who your client is provides you with an essential edge in today’s competitive marketplace. Here are some examples: Credit Unions in Canada know who their clients are: This week Angus-Reid (March 26th) reported that CU clients “score better on key financial health metrics” and “[M]embers feel more comfortable with their personal debt levels and are more likely to have a “rainy day fund” sufficient to cover at least six months of expenses than their (non-CU) counterparts”. What they didn’t mention was that Credit Union clients, at least locally, are older. Age may be a factor in this report. Source: https://ccua.com/news/elevating-financial-well-being-the-credit-union-advantage/. Home Depot - US: Home Depot’s typical customer has changed and is now a white-woman making $ 80,000 who spends, on average, $ 85 per transaction. While the examples above don’t paint a complete picture of either client, both examples provide essential pieces to the overall picture. Marketing, as they say, is part art and part science. But before you write all this off as complete BS, consider these Home Depot competitors and how they’ve positioned themselves: Rona tends to offer a wide range of products for home improvement, construction, and gardening. Like Home Depot, it caters to both DIY enthusiasts and professional contractors and provides a range of services that might attract a clientele seeking a one-stop-shop for home improvement and construction needs. Home Hardware also offers a broad selection of home improvement and construction products, its focus on being dealer-owned can mean a more curated product selection that caters to local needs and preferences. Home Hardware’s marketing often emphasizes local ownership, community involvement, and personalized service. Their research supports that this marketing approach, will attract clients who value these aspects in a retailer. Ace Hardware differentiates itself from larger chains like Home Depot and Rona, and even from Home Hardware, through its focus on personalized customer service, and community involvement. While it may not always compete on price or product range, its strengths lie in creating a welcoming, helpful environment for customers, which appeals to those who prioritize service and community values in their shopping choices. Service is a hallmark of the Ace experience. Having said that, Ace is often surprisingly competitive and can’t be counted out. If you’re struggling to put the pieces together for your business here are some good questions to ask yourself. Include your team in the discussion over breakfast or lunch and have a work session. What common characteristics do your customers have? What do you know for sure about your customers? Can you make statements about basic demographics of age, gender, and location? What can you say about interests, values, and lifestyles, or even behaviors such as purchasing habits or brand interactions? Such pattern recognition will help you adapt your approach to marketing. Who uses or pays for the product / service and who makes or influences the buying decisions? When training salespeople, we always ask, “Do you know who the decision maker is?” and “Do you know who the user is?”. Often, the purchaser is not the user. For instance, parents buy toys for their children, the office manager chooses the stationary supplier.  Identifying the decision-makers and influencers will help you market more effectively. If you’re in doubt, try buying a toy for your child that they don’t like, or see if you can find a husband who is willing to make a major decision without his wife. What do they need so that they can do what they need to do? Do you have a product or service that solves a problem? Do you have a product that provides fulfillment? When you know the answers, you’re better positioned to align your product or service so that has perceived value. Remember, above all else, you’re in the value business. Which of their problems can you or do you solve? Even good ideas need to be sold, so your marketing must demonstrate not only how your product or service can address your customers challenges, but also why they should select you over your competitors. What are they willing to pay for? Finally, it is important to understand what your customers are willing to pay for and why? Again, it’s about value – not just money. It’s about the value attached to resolving a problem or filling a need. Price sensitivity differs greatly among distinct customer segments, and factors greatly into customer satisfaction. Remember though, customers seldom buy the cheapest solution twice. This is especially true when bargain-priced product fails. Getting to know your customers is a never-ending learning process. Since new products and services are constantly evolving, your customer knowledge will help you build relationships. The more you know your customers, the better you will be able to serve them, and this will eventually generate increased loyalty. Year's ago Norm Adams told a prospect about their company's new "wife policy". He closed the deal by saying "Take it today. If you get home and your wife doesn't like it, just bring it back with the box and packaging for a 100% refund." Norm received a light reprimand later, as he didn't realize his company's VP was visiting the store that day! [Obviously, there was no wife policy .. although Norm argued there should have been.]. Norm is an trainer, facilitator, business developer, and business owner with 30-years’ experience working with small business owners, First Nations’ Governments, Indigenous entrepreneurs, as well as public and private companies in Canada and the United States. Last year, he was selected the 2023 Business Coach of the Year by the Professional Business Coaches Association of Canada. Do you know your client, let Norm help. Contact Norm today at norm@pivotleader.com.