Job Fit: How To Strategically Hire for Tomorrow’s Results

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“Successful hiring requires aligning skills, values, and potential to ensure resilience and results.” Jeannette Seibly

In a previous article, I focused on what job fit is and what it is not.

To continue, it’s critical to remember, hiring today isn’t just about filling empty seats—it’s about building resilient, adaptable teams that align with your company’s vision and values — and producing intended results. In other words, it’s about selecting employees who will fit the job requirements.

Yet here lies the challenge: too many leaders fail to refine their hiring strategies. Instead, they rely on gut instincts, skip deliberate planning, and ignore the importance of clarifying roles or expectations.

Some might even view a low turnover rate as evidence of a flawless strategic hiring process. But dig deeper, and you will find disengaged employees—doing just enough to avoid attention while costing the business in lost clients, missed opportunities, and sagging morale.

To ensure your team thrives today and tomorrow, it’s essential to rethink how you hire, coach, and manage. Job fit success hinges on prioritizing agility, shared values, and innovation, while using appropriate tools that align seamlessly with your goals.

Do you want to make job fit happen?

1. Hire for Agility and Mental Flexibility

Adaptability is non-negotiable in today’s fast-paced world. Resilient teams navigate change, tackle complexity, and creatively solve problems. Seek candidates who excel in uncertain situations and can pivot when circumstances demand it.

Job fit assessments are invaluable for uncovering potential beyond the resume and interview. These tools evaluate how candidates think, process information, and approach challenges—providing clear insights into how they will drive innovation and thrive in dynamic environments.

2. Prioritize Purpose, Passion, and Shared Values

The strongest teams connect deeply to your company’s mission and values. Candidates that fit the job have purpose and passion and will contribute more than just skills; they bring energy, commitment, and alignment with your culture. However, uncovering these traits requires going beyond superficial interviews.

Use layered questioning techniques, like the Rule of 3, to explore motivations and ensure alignment. Additionally, integrity and honesty assessments add confidence that you’re hiring individuals who genuinely fit your workplace values.

3. Leverage Technology and Predictive Insights

With advancements in AI and analytics, hiring decisions can extend beyond resumes. Modern tools analyze behavioral patterns, validate job fit, and predict compatibility—helping you make smarter, future-focused decisions.

Still, balance is key. Use technology strategically, allowing it to handle tasks like pre-screening or scheduling, but maintain genuine human connection throughout your recruitment process.

Note: Throughout the pre-employment phase, ensure that all assessments and other tools used comply with Department of Labor standards to safeguard fairness and accuracy, as well as other legal requirements (e.g., EEO, ADA).

4. Expand and Diversify Talent Pipelines

To build tomorrow’s results-focused team, broaden your horizons. Go beyond traditional recruitment channels—explore overlooked talent pools, mentorship programs, and upskilling initiatives. Diversity and critical thinking will fuel innovation and strengthen problem-solving within your teams.

Remember, recruitment is just the beginning to discover whether or not the person will fit the job. To keep good employees, robust onboarding processes, clear career paths, and continuous coaching will ensure new hires who fit their jobs stay engaged and committed to your company’s long-term vision.

5. Redefine Success with Growth-Focused Paths

Candidates today seek more than just a paycheck—they’re looking for development opportunities and a meaningful future where they can make a difference. Attract top talent by emphasizing pathways for continuous learning, leadership advancement, and impactful growth.

Expand your definition of success to include sustainability, innovation, and community contributions. Equip employees with the tools to take ownership of their development, fostering engagement and inspiring long-term loyalty.

Hiring for job fit isn’t just about recruitment. It requires refining and leveraging your selection and onboarding systems, prioritizing job fit. This is how you’ll build teams that embody your company’s vision, agility, and shared values.

©Jeannette Seibly 2025 All Rights Reserved

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

Results and Leadership Success Depend on How You Handle Feedback

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“Positive and negative feedback are gifts we can use to accelerate our leadership growth.” Jeannette Seibly

Leaders, bosses, and business professionals—this article is a must-read. It could make or break your career and business.

You can always tell how successful a boss or leader is by their ability to listen to and handle feedback.

Years ago, a plant manager called me. When I didn’t tell him what he wanted to hear, he yelled, “You don’t know what you’re talking about because you’re a woman!”

A colleague in the office next to mine overheard the exchange and called me into his office. He said, “Here’s what you need to do.” (No, I hadn’t asked for his feedback; frankly, I wasn’t sure I wanted it.)

Still, I followed his advice. As a result, I became the only person in my department that the plant manager would work with. He trusted me since I took the time to tour his plant and express interest in the operations.

The unsolicited feedback was a valuable gift—a lesson I still remember and appreciate to this day.

Feedback Can Make or Break Your Credibility:

• Egos in Overdrive. Phrases like “How dare you!” or “You don’t know how to do what I do” showcase your ego at work. The problem? When you truly need honest feedback, no one will give it to you.

• Debate Mode. Responses like “You don’t understand,” or “No one else mentioned it,” or “I didn’t have time to prepare” are counterproductive. They discourage people from sharing invaluable insights. Instead, you’ll hear only what they think you want to hear. Remember, standing your ground diplomatically during disagreements (e.g., contract negotiations) is not the same as receiving feedback.

• Being a Right-Fighter. Similar to debating, being a right-fighter often escalates into lengthy emails or rants defending why the feedback should be dismissed or is unimportant. This approach blocks leadership growth and improvement. Often, it will sideline you from the next promotion or new opportunity.

Another Personal Example:

Recently, I led a 40-minute breakout session titled “Get Your Brag On!” Overall, it was well-received:

• “I could have listened to you all afternoon!”
• “I rewrote my presentation introduction based on your advice—thank you!”

However, I also got less favorable feedback:

• “We didn’t have enough time to write out our responses.”

When feedback isn’t glowing, I’ve learned to respond with gratitude: “Thank you. I appreciate your participation.” Then, I review it with a trusted friend to see how I can improve if necessary.

Ways to Learn from Feedback and Win:

1. Listen. Whether the feedback was requested or unsolicited, set aside your ego and listen. Simply listening can positively impact your results. Remember, everyone makes mistakes. It’s how you acknowledge them and learn that makes the difference.

2. Ask Open-Ended Questions. Be curious and seek clarity to understand the feedback better.

3. Mirror Their Words. Avoid putting words into their mouth. For example, don’t say, “I’m sorry you’re disappointed” unless they’ve used the word “disappointed.” Reflecting their own words shows you value their input.

4. Express Gratitude. Even if the feedback stings, treat it as a gift. A simple “Thank you” can open doors to growth and learning. You never know the impact feedback can make in opening future opportunities for you.

5. Review and Apply. Thoughtfully consider the feedback. Talk with your executive coach and decide where it’s most appropriate to incorporate changes, and if so, how and when to do so.

Want to learn how to give and receive feedback? Click here for a previous article.

©Jeannette Seibly 2025 All Rights Reserved

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

Are You a Rebel Leader Creating Positive Change, Or Just Being Annoying? Part 2

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“Being a rebel leader requires taking focused actions that actually make a positive difference.” Jeannette Seibly

Last week, we discussed the fine line between effective rebel leadership as a boss and leader, and being annoying when advocating for change. Through examples, we explored how rebel leadership can drive impactful transformation when approached thoughtfully, and contrasted it with behaviors that might unintentionally alienate or frustrate others in companies. We also examined the core principles that define true rebel leadership. Here’s the URL for last week’s article.

Unleash Your Inner Rebel for Positive Results

As a boss and leader, here’s the blueprint for navigating and implementing change effectively, designed to align with your structured, data-driven mindset and passion for impactful leadership communication:

1. Clarity: Articulate the change with a compelling “why” that evokes both emotional and rational connections.

2. Conversation: Transform dialogue into collaborative exploration, not persuasion. Start by openly acknowledging differing viewpoints to build trust.

3. Listen: Encourage creative conversations that generate input and buy-in. Use active listening techniques—paraphrase and validate to deepen collaboration. Remember: Emotional attachment to your idea can hinder its success.

4. Brainstorm: Explore possibilities through lateral thinking—ask bold open-ended questions like “What if?” and “How else?” Fold in your team’s ideas without losing sight of the intended outcome’s value.

5. Alignment: Strive for outcomes that benefit all stakeholders. Showcase clear examples of shared goals and steer away from consensus-seeking; not everyone readily embraces change, even when it’s in their best interest.

6. Plan: Create digestible visual aids such as flowcharts or timelines to outline the essentials: “what,” “who,” “when,” “where,” and “why.” Save the “how” for later stages.

7. Due Diligence: Assess feasibility through a checklist that includes ethical, logistical, operational, human, and financial dimensions. For instance: Ensure the scientific and legal viability of job-fit assessments that you wish to use.

8. Goals and Actions: Craft concise, inspiring goals (10 words or fewer) paired with actionable plans. Now, you’re ready to include the “how.” Example: “Transition the 10-member team to agile practices by June 30, 2025.”

9. Presentation: Make it compelling by narrating relatable stories to highlight the change’s significance, supported with objective evidence.

10. Address Concerns: Remember, when pitching your idea, have factual data on hand to dispel fears, and acknowledge emotional resistance empathetically. Remember, there will always be skepticism about any change. Again (this cannot be emphasized enough), don’t discount their concerns — address them with respect and to maintain credibility and influence.

11. Parallel Systems: Establish protocols for testing new processes alongside existing ones. This ensures business continuity even if issues arise.

12. Address Snafus: Highlight challenges by drawing on past examples of overcoming difficulties. Don’t ignore or talk over them – issues will happen! Engage directly with problem solvers to manage hiccups effectively.

13. Acknowledgment and Appreciation: Celebrate contributions publicly or through personalized “brags” design to acknowledge each and every team member. Use moments of gratitude to amplify morale and showcase leadership savvy

©Jeannette Seibly 2025 All Rights Reserved

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

Are You a Rebel Leader Creating Positive Change, Or Just Being Annoying?

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“Being a rebel requires taking focused actions that actually make a positive difference.” Jeannette Seibly

At the heart of many entrepreneurial bosses and leaders lies a rebellious spirit. It’s one of the reasons they are promoted and, paradoxically, why they can be sidelined or fired when their rebelliousness becomes more annoying than productive.

There’s nothing wrong with creating new ideas and opportunities. However, continuing to complain or make snide comments about outdated policies or ineffective systems won’t lead to positive change; it’s just annoying.

Example of Just Being Annoying:

I often walk around the golf course where I live. They have a concrete pathway for walkers that also serves as a cart path. However, in the back, on the cart path, there is a new sign that states, “Don’t Walk Past the Yellow Line.” While I understand the importance (Hint: Fore!), my inner rebel steps over the yellow line with both feet to show that I can. (No, I don’t walk any further.) It’s a small act of rebellion since I used to be able to walk to the back of the course.

The only result? It’s annoying to my neighbor who walks with me. It does not make a positive difference.

Example of Effective Rebel Leadership:

When I started my career, my employer didn’t have an education reimbursement program. So, I created one with their help and support. I did the research, talked with people, and presented the facts. Upper management approved. Yes, there were a couple of snafus (to be expected) during implementation. But overall, it was well-received (even by the naysayers). As a result, many employees (and bosses) received their degrees, and I was reimbursed for my Master’s Degree.

This is an example of being a rebel guiding the creation for positive change.

What is Rebel Leadership?

Rebel leadership refers to a style that challenges conventional norms and practices. Rebel leaders often think outside the box, embrace change, and encourage innovation within their organizations. They are characterized by their boldness, creativity, and willingness to take risks.

Key Aspects of Rebel Leadership:

  • Visionary Thinking: Rebel leaders can envision new possibilities and inspire others to see and pursue them.
  • Courage: They are not afraid to question the status quo and make unconventional suggestions and decisions. Then, have the willingness to follow-through to execute the idea or plan.
  • Resilience: Rebel leaders are adaptable and can bounce back from setbacks, learning and growing from their experiences.
  • Empathy: Despite their rebellious nature, they value diverse perspectives and strive to create an inclusive environment.
  • Innovation: They foster a culture of creativity and encourage their teams to experiment and explore new ideas.

Rebel leaders play a crucial role in driving progress, disrupting the norm, and transforming organizations and industries. Their approach (along with guidance from their executive coach) can lead to significant breakthroughs, positive changes, and great results when handled correctly. Alternatively, they can be annoying if they fail to walk the talk and simply complain or use passive-aggressive approaches.

How do you unleash your inner rebel for positive results? Next week, we’ll do an in-depth blueprint of being a rebel for positive change.

©Jeannette Seibly 2025 All Rights Reserved

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

Key Factors to Hire for Job Fit and Avoid Costly Loss of People

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“Job fit is crucial when hiring and promoting people to achieve intended business results.” Jeannette Seibly

Did you know: “Employee engagement in the U.S. fell to its lowest level in a decade in 2024, with only 31% of employees engaged?” (Gallup)

I would assert that many employers are unclear about what job fit is and what it is not. Employees who excel in jobs that fit their thinking style, core behaviors, and occupational interests stay longer and are more engaged.

If you are frustrated and annoyed with hiring great people into the wrong job, this article is for you.

Today, many qualified people are looking for work because they are retiring, being fired, being laid off, or looking for something better. Although there are a lot of great job candidates available – buyer beware – it doesn’t mean they will fit well into the job responsibilities of your company. Outdated hiring practices that rely on intuitive hiring, biases, and inappropriate pre-employment assessments will cause you to lose key customers and top talent while hurting profitability.

“Too often, we hire based on subjective reasons but fire for poor job fit.” Jeannette Seibly

What Are a Few Signs of Poor Job Fit?

• Work assignments are late, with a lot of excuses
• Promises are made without achieving the intended results
• Frequent mistakes occur, and the employee misreads what needs to be done
• Conflicts with team members, customers, and bosses
• Failure to listen, incorporate others’ ideas, and develop win-win-win outcomes
• Lack of business growth (sales) or overrun of expenses
• Constant change in direction – they are easily distracted by “shiny objects” or “crystal ball” syndromes

Why Does Poor Job Fit Happen?

• No real objective data collected (e.g., resumes are more than 80 percent inaccurate).
• Rely on intuitive hiring practices that reflect biases (e.g., the job interviews account for 90 percent of the hiring decision).
• Unwilling to improve the selection process, citing costs for improvement and ignoring costs for hiring mistakes.
• Failure to conduct thorough due diligence (e.g., relying on false data, such as name of employer, education).
• Use inappropriate assessments to determine job fit (e.g., overlook validity, reliability, predictive validity, and distortion factors)
• Believe any known limitations can be overcome with training and development. (Forgetting that no one works that hard to be someone they are not. This is a trap that almost every hiring boss/leader falls into!)

What Is Job Fit?

Job fit refers to the alignment between an individual’s skills, experience, values, and personality with the requirements, culture, and expectations of a specific job and organization. It encompasses several key aspects:

1. Skills and Experience Fit: How well an individual’s abilities and past work experience match the tasks and responsibilities of the role. While these required skills and experience may sound good on paper, the job candidate may not be able to use the skills effectively. It’s why valid job-fit assessments are required. When using highly validated and reliable assessments, you gain insight into the real person and their core behavior, occupational interests, and thinking styles.

2. Cultural Fit: The degree to which an individual’s values, behaviors, and working style align with the company’s culture and work environment. A startup or new business venture is very different from working in a well-established company. In a company that requires thinking outside the box, some job candidates may believe they can … but are unable to design and develop sustainable systems or results.

3. Motivation and Interest: The extent to which an individual’s career goals and personal interests are aligned with the job’s duties and opportunities for growth. With changes in people’s work ethic, their career or life aspirations may misalign with the company’s needs and goals. It’s critical to have very clear expectations: PTO, work-life balance, accountability for following up and following through, etc.

4. Team Fit: How well an individual works with existing team members and contributes to team dynamics and cohesion. Are they someone who can work well with others, be coachable, and keep their ego out of the way?

When job fit is strong, employees are satisfied, business excels, and customers keep coming back.

Strategies to Improve Job Fit

• Create a sustainable strategic job fit selection process.
• Get real about what you need and the type of person who can fulfill the desired results.
• Work with a talent advisor/hiring consultant to train managers on interviewing, due diligence, and using the proper job fit assessment. (Each should account for 1/3 of the selection decision.)
• Remember, many savvy job candidates will tell you what you want to hear, and hiring bosses have a low probability of discerning the truth. It’s why objective data is required.

To recap: Using a qualified job fit assessment that meets the validity and reliability requirements outlined by the Department of Labor, conducting proper due diligence, and structuring interview processes to affirm your intuition/gut will provide clarity and are crucial to improving employee engagement, customer retention, and improving the bottom line.

©Jeannette Seibly 2025 All Rights Reserved

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

Grab her book, “Hire Amazing Employees” — it provides overlooked issues when designing and using a strategic job fit selection system.

What Do We Do When Our Insecurities Get in the Way of Our Leadership?

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“Allowing our flaws to be seen is a step towards self-confidence.” Jeannette Seibly

Ah, insecurities—they have a sneaky way of showing up, don’t they? But fear not!

All leaders and bosses have insecurities. Some are more obvious than others (e.g., fear of conflict, unwillingness to stretch outside your comfort zone). As a boss/leader, you cannot let insecurities get in the way of your success, the team’s success, and your clients’ successes.

How to Navigate Our Insecurities and Lead with Confidence

Acknowledge Your Insecurities

• Be honest with yourself.
• Recognize and name your insecurities (e.g., fear, sadness, anxiety).
• Accept them as a part of you without letting them define you.
• Practice kindness towards yourself.
• Share appropriately with your team (e.g., “Oops! I had a human moment.”).
• Offer an apology when misspeaking or failing to honor your word.

Seek Feedback

• Reach out to one or two trusted colleagues or mentors for honest feedback.
• Ask for and be open to constructive criticism to identify future growth areas.
• Take actions consistent with developing the skills.

Continuous Learning

• Engage in leadership training or workshops, especially if you fear doing so.
• Listen to videos to expand your knowledge.
• Engage in conversations where you are not confident.

Shift Mindset

• Embrace challenges as opportunities to grow.
• Use positive affirmations to reinforce your strengths and capabilities.

Build a Support System

• Seek mentors who inspire and guide you.
• Surround yourself with supportive and understanding peers.
• Hire an experienced executive coach to confidentially talk through your concerns.

Set Clear Goals

• Create and celebrate small wins to boost confidence.
• Develop a clear vision and align your actions toward it.
• Learn how to self-promote to win a job or other opportunities.
• Stop chasing bright shiny objects or relying on the crystal ball syndrome that sabotages your goal.

Practice Self-Reflection

• Reflect on your experiences, challenges, and growth through private journaling.
• Incorporate mindfulness practices to stay grounded. Also, take programs designed to deepen these experiences.
• Develop positive self-talk.

Lead by Example

• Show vulnerability to create a safe space for others experiencing similar insecurities.
• Be true to yourself and your leadership style.
• Develop clarity of your true strengths and weaknesses by taking a job fit assessment.

Seek Professional Help if Needed

• Professional guidance can offer positive insights without relying on trial and error.

Remember, everyone, even the most renowned leaders, has faced insecurities. It’s not about being flawless but about continuously growing and evolving. You’ve got this!

©Jeannette Seibly 2025 All Rights Reserved

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

Selling Ideas is Required of Leaders

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“To be an influencer, you must be emotionally unattached to receiving credit.” Jeannette Seibly

As a leader, selling your ideas takes two things: 1) lots of practice and 2) the ability to have the right conversations. Emotional intelligence is also required to be able to read others’ reactions, incorporate their ideas, and be flexible without losing the intention of the idea.

What gets in your way?

• It’s all about you! AKA ego! While it may initially be your idea, the refusal to expand and contract the idea will hurt implementation and execution.

• Immovable. You’re emotionally attached to how it MUST look. The reality? Others will influence the idea’s success.

• Ignoring the Full Impact. You’ve not considered the impact it has on others, the situation, perception (e.g., co-workers, community, clients), cost, and time factors.

• It’s Not the Right Time. And … the reality may be (depending on your team, boss, and company) … it may never be the right time (especially if they don’t like your idea).

• You always have new ideas! People hate change and have tuned you out, especially constant change for the sake of change.

How to Sell Your Ideas and Be Heard

• Share ideas during meetings. Then, research the pros and cons IF there is interest.

• Create ideas during conversations. Be responsible for listening to their feedback and input.

• Share ideas after you’ve researched them. This includes the benefits and costs: objective facts, other’s insights, and company politics.

• Get real — objective facts are key. Look at actual costs, time, and impact on others. Then, include emotional factors.

• Incorporate others’ input. Be responsible for listening, asking open-ended questions, without diminishing the value or the intention of their input or your idea.

• Brag! Use your brags effectively. Selling yourself and your idea at the same time makes a positive difference. For example, when I worked at QRS as a Quality Manager, we talked about a similar idea, and here were the pros and cons. Remember, facts are important!

• Share the credit. Remember, it’s a team effort!

©Jeannette Seibly 2025 All Rights Reserved

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

Results Aren’t Hard to Achieve When You Set Them as Big Goals

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“We need to change our mindset about how we go about achieving our goals!” Jeannette Seibly

Achieving results can be straightforward when you set them as achievable goals! Often, the problem is we play it safe and stick to results we know we can win instead of expanding our mindset and skill set. Setting small comfortable goals (aka tasks) often leads to distractions, boredom, and blaming external factors.

Getting outside your comfort zone with bigger goals can make a positive and impactful difference. (Remember, a goal is not a task … it’s intended to make you stretch yourself.)

Tips to Achieve Intended Results

1. Complete the “Get Your Brag On!” and learn how to sell yourself and win in five easy steps. These exercises create the positive mindset to expand or create your “winning game.”

2. Ask yourself, what do you really, really, really want to achieve? Write it down, cross it out, and ask again without any “yeah, buts!” This helps uncover your true (underneath the surface) goals.

3. Repeat the question above. Doing so helps bypass initial beliefs about what you should want to achieve, and goes beneath the surface.

4. Write down your goal and fine-tune it into 10 words or less. This make take some time. Don’t skip this step! Clear, concise goals are more engaging and meaningful. And, more likely to be achieved.

5. Review for intention. Clarity of your intention is crucial to influencing others while selling and achieving your results.

6. Declare a deadline for the goal. While achieving the goal is important, the transformation of your attitude and behavior requires commitment and focused action. Without a deadline, you will let yourself off the hook with too many excuses.

7. Work backward from the deadline to create milestones. Weekly or monthly indicators work best to ensure you’re on the right path.

8. Fill in the details. Include team members, communication, budget, ROI’s, operation, and technology aspects.

9. Hire an executive coach to hold you accountable and responsible for achieving your results. The right coach will guide you, simplify the process, and keep you focused. They will also hold you to a higher standard that you’ve always wanted to achieve but didn’t know how.

Remember, without structure and accountability, you’re more likely to dilute your goal, get distracted, or set it aside when obstacles arise … and they will.

Results can be easy to achieve when you set them as BIG, achievable goals!

©Jeannette Seibly 2025 All Rights Reserved

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

Leadership Development: Turning Challenges into Opportunities

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“Developing future leaders requires full-time opportunities … not one-and-done events.” Jeannette Seibly

All too often, companies believe their leaders are ready to take the reins. Sadly, many leadership development efforts fail to prepare current leaders and develop new ones. It’s why many employees today say “no” to leadership roles.

Why? Too often, they not only know they are not ready …, but they also believe their company has no commitment in getting them leader-ready.

Let’s explore the common pitfalls and how to overcome mediocre-to-great leadership results.

What Does the Company Normally Do?

  • Use generic programs and fail to monitor results.
  • Rely on biased and subjective impressions by one or two decision-makers.
  • Focus on classroom case studies and hypothetical theories.
  • Overlook behavioral and attitude changes required to lead others.
  • Fail to acknowledge and refine progress.

What Challenges Does the Leader Normally Fail to Do?

Fail to …

  • Ask for help when experiencing problems in situations or working relationships
  • Engage distracted team members
  • Develop team members
  • Balance facts and emotions
  • Produce sustainable results
  • Focus on tangible metrics (e.g., instead focus on superficial happiness to improve retention).

Ways to Prepare for Outstanding Leadership Results

Personalize Development Plans: Create individualized development plans that align with both organizational goals and personal strengths. The goal is to elevate — first you must establish a baseline. It’s important to remember: Have monthly 1:1 reviews and executive coaching sessions and monitor results.

  • Conduct a Thorough Assessment: Evaluate the leader’s current skills and strengths through objective assessments, and identify areas for improvement through self-assessments, peer reviews, and performance evaluations.
  • Align Goals: Ensure that the leader’s goals are in sync with the organization’s strategic objectives, driving both individual and company growth.
  • Focus on Workshops and Courses: Identify workshops and courses that address the leader’s specific development needs, covering both technical and soft skills, such as communication, emotional intelligence, and leadership. Ensure these skills are being used effectively and developed on-the-job.
  • Provide Challenging Projects and Roles: Have them take on projects or roles that push them out of their comfort zones and facilitate practical learning.
  • Engage in Cross-Functional Team Participation: Involve them in cross-functional teams to broaden perspectives and understand various aspects of the business.

Establish Continuous Feedback Loops: Implement mechanisms for real-time improvement and growth.

  • Monthly Check-Ins: Yes, this is a repeat and often overlooked! Schedule monthly one-on-one meetings between the leader and their mentor and boss to review progress, discuss challenges, and adjust the development plan as needed.
  • Feedback Mechanisms: Utilize these reviews to provide constructive feedback and recognize achievements, creating a continuous loop for ongoing improvement.
  • Action Plans: Develop action plans during these sessions to address identified issues and set short-term goals for the upcoming month. Be sure to check in during the month. (Don’t make the mistake of creating a laundry list! Only focus on two areas at a time.)

Offer Executive Coaching Sessions:

  • Engage with an Executive Coach: Hire a professional executive coach who can offer personalized guidance and support, bringing external perspectives and expertise to accelerate leadership development.
  • Advanced Leadership Techniques: Focus on advanced leadership strategies tailored to the leader’s unique style and the organization’s culture (e.g., communication is crucial).

Provide Mentorship Programs: Establish mentorship opportunities where experienced leaders guide and support emerging leaders. Manage and ensure these are supportive, and monitor their impact on situations and working relationships.

Invest in Emotional Intelligence: Encourage leaders to develop emotional intelligence to better connect with their teams and foster a positive work environment.

Please note: By addressing these areas, companies can transform their leadership development programs into powerful engines for growth and success. And leaders can evolve from average to outstanding, making a significant and positive impact on their teams and organizations.

Note 2: While a new trend is focused on AI being able to develop, train, mentor, and coach emerging leaders — they are wrong! Don’t forget that feedback requires the human element!

©Jeannette Seibly 2025 All Rights Reserved

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

Communication Styles that Hurt Leadership Effectiveness

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“Good communication skills are required by everyone for a company, team, and project to achieve intended results.” Jeannette Seibly

Between 40% and 60% of conversational utterances are ego-related, focusing on our own feelings, opinions, and personal experiences. This self-centered conversational tendency is even more pronounced on social media, where some 80% of communication focuses on the self. (Wall Street Journal, January 2025)

The Problem: Poor communication is a widespread issue in workplaces today, worsening among leaders and bosses causes preventable conflicts.

Why This Matters: Leaders must listen, engage, and encourage employees. Otherwise, it will impede projects, budgets, timelines, quality, delivery, and other results.

Communication Styles That Cause Conflicts

• Self-Interest Approach: Asking questions just to turn the conversation to oneself (aka BoomerAsking). (Wall Street Journal, January 2025).

• Top-Down Approach: Dictating tasks without explaining “why” undervalues team members, stifles brainstorming, and leads to passive resistance.

• Passive Approach: Avoiding conflict and not asserting opinions leads to unresolved issues and perceived weak leadership.

• Aggressive Approach: Harsh, confrontational communication erodes trust and makes team members fear sharing ideas.

• Manipulative Approach: Deceit and fact-spinning create a toxic culture of mistrust.

• Inconsistent Approach: Frequently changing messages (aka relying on your feelings and indecisiveness) cause confusion and make leadership seem unreliable.

• Lack of Openness Approach: Unwillingness to listen to feedback and new ideas alienates team members and stifles innovation.

• Overly Technical Approach: Using complex language alienates non-experts and hinders understanding.

No one wants to believe that they are using these approaches. But take a moment and really look to see when, where, and why you engage in these bad habits.

How to Transform These Bad Habits

1. Hire an Executive Coach. Even if you need to pay for it yourself, it’s worth every dollar. Poor communication is why many bosses and leaders find themselves unemployed or sidelined. It’s avoidable with an executive coach.

2. Use a Qualified Job Fit Assessment. Understand “why” your thinking style, core behavioral traits, and occupational interests can get in the way of communicating effectively with others. This objective tool is priceless and helps you keep your job! And, when used as designed, can help you get promoted!

3. Develop Strong Meeting Leadership: Leading meetings effectively is crucial — on-site, remote, and hybrid. Work with your coach, take workshops, and watch videos to learn the nuances between mediocre and great meetings. Your communication style will determine the success of your teams’ results.

4. Become an Active Listener and Listen to and Give Constructive Feedback: Attend and participate in workshops, leadership coaching sessions, and other feedback programs. Don’t be afraid to provide quality feedback that makes a positive difference. It all requires good communication skills and an awareness of how you are perceived.

5. Develop Emotional Intelligence. Being mindful is key. Learn when and how to use humor, approach sensitive topics with empathy, and be willing to learn along with your team.

6. Pay Attention to Generational Differences. Older generations may use meetings to tout “this is the way it’s always been done,” making it difficult for newer employees to provide new ideas and solutions. Younger employees may rely too much on social media as “the way to get things done” and fail to understand “fake news” and “sensational podcasts designed to attract ‘Likes.’” It’s up to you to manage these interactions with communication finesse!

7. Train on Etiquette and Expectations: It starts with you! Become familiar with virtual conferencing systems and how to effectively communicate using them! Then, train your team members and others on how to get the most out of these meetings.

8. Be Coachable and Have a Willingness to Admit Mistakes: When you feel insecure about a situation or working relationship, you will tend to dominate the conversation instead of asking for help. Share your experience with brevity and admit when you don’t know something. (It’s a foundational skill required of great leaders.) Hold yourself accountable for implementing the feedback asap.

Good communication skills used during 1:1’s, team meetings, and other conversational moments can be beneficial to everyone … especially you! Remember, a good communication style will avoid conflict and will enhance your team’s cohesion and productivity while achieving great results!

©Jeannette Seibly 2025 All Rights Reserved

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