Effective Decisions Require Navigating Through Uncertainty

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“Making win-win-win decisions can be the hardest part of being a great leader and boss.” Jeannette Seibly

Every leader encounters moments of hesitation when making critical decisions. Sometimes, we lack enough information and must rely on intuition. Other times, we’re buried in data, stuck in analysis paralysis. Neither scenario is inherently better, but both will stall progress. Leading effectively requires clarity, objectivity, and confidence.

Making win-win-win decisions isn’t a flawless process—it demands fearlessness in asking open-ended questions, listening, and applying discernment. Keeping people aligned, staying committed to your intention, and navigating time and budget constraints can challenge even the most seasoned leaders. While collaboration is essential, waiting for consensus can stall decision-making. True alignment requires finesse, and is a skill that must be learned.

It’s easy to forget that leadership isn’t about perfection—it’s about making the best possible decision with the available information and, most importantly, effectively following through.

Common Decision-Making Roadblocks

Every leader faces hurdles in making effective decisions. These are some of the most frequent challenges:

  1. Information Overload—When there is too much data, it’s easy to lose sight of what truly matters, leading to paralysis.
  2. Fear of Failure – Worrying about mistakes or criticism can create hesitation and stall decisive action.
  3. Emotional Bias – Personal feelings or outside pressures can cloud judgment, making it hard to stay objective.
  4. Conflicting Priorities – Balancing short-term demands with long-term goals adds layers of complexity.
  5. Lack of Clear Intent – Without a well-defined purpose, conversations spiral and decisions stall.
  6. Perfectionism – The pressure to make the “perfect” choice can lead to excessive caution, sabotaging progress.

Overcoming these obstacles requires structure and intentionality. Leaders who stay focused, rely on clarity, and commit to action move forward with confidence.

Six Strategies for Making Effective Decisions

  1. Clarify Your Intention. Start with a focused, actionable intention—keep it to 10 words or fewer. This keeps it free from emotional weight. For example, “Increase retention through job-fit assessments” is clear and measurable, while “Make everyone happy so they will stay” is vague and unrealistic. Your intention becomes the compass guiding your decisions.
  2. Balance Objectivity with Facts. Don’t get distracted by flashy headlines or social media pundits—dig deeper to uncover the real story. Not all statistics are reliable (or legal), and not all data is relevant to your decision. Ask an expert, challenge assumptions, and focus on what truly matters.
  3. Seek Focused Advice. Too many voices can create noise and confusion. Instead, turn to two or three trusted advisors with relevant expertise. Targeted insights sharpen your direction, while excessive consultation leads to confusion and paralysis.
  4. Identify and Manage Emotional Bias. Emotions naturally influence decision-making, but unchecked, they can derail objectivity and cloud judgment. Common biases include:
    • Over-Optimism – Ignoring risks in favor of best-case scenarios.
    • Fear-Based Avoidance – Failure to face the issue head-on due to imagined criticism.
    • People-Pleasing – Prioritizing others’ approval over making sound decisions.

Pause and reflect on what’s truly driving your hesitation. Use facts, seek diverse perspectives, and acknowledge emotions—without letting them take control.

  1. Accept Trade-Offs and Keep Moving Forward. There’s no such thing as a perfect decision—every choice comes with trade-offs. Instead of fearing missteps, focus on whether the benefits outweigh the drawbacks. Progress is built on momentum, not a stop-start cycle fueled by fear, doubt, and hesitation.
  2. Commit and Take Action. Good leadership requires movement. Once you’ve defined your intention, analyzed the data, gathered insights, and weighed your options, COMMIT. Now, take focused action. Insights are meaningless without execution. Confidence doesn’t come from waiting for certainty—it grows through decisive action, adaptability, and resilience.

Navigating through Uncertainty with Intention

Decision-making doesn’t have to be overwhelming. With structure and intention, you can move past fear and hesitation to make choices with confidence, clarity, and purpose. Every decision, whether perfect or not, is a step forward. It’s not about avoiding mistakes; it’s about learning, adapting, and forging ahead through uncertainty.

©Jeannette Seibly 2025 All Rights Reserved

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, specializes in delivering innovative solutions for hiring, coaching, and leadership challenges. Over the past 32 years, she has empowered business owners, executives, and managers to achieve remarkable success. With a steadfast commitment to excellence, Jeannette champions those eager to elevate, expand, and excel in their results.

Complacency: A Leadership Blind Spot

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“Leaders must address complacency in their teams each and every day or risk losing them.” Jeannette Seibly

In leadership, complacency is a silent disruptor. Complacency is self-satisfaction that ignores or fails to notice problems or dangers. (Merriam Webster) It creeps into companies, stalls momentum, and diminishes influence. Whether leading a team or managing a business, the challenge remains the same: growth demands continuous engagement from you and your team members rather than being self-satisfied and stagnant.

Complacency: The Risk That Goes Unnoticed

Complacency isn’t just about doing the same thing repeatedly — it’s about losing the edge. It’s the moment self-satisfaction turns into assumptions that everyone is engaged because they’re getting the work done, and routines start replacing critical thinking. Leaders who don’t actively challenge themselves or their team members risk missing opportunities. The reality? Complacent leaders often ignore what is in front of them — teams left without direction grow disengaged, mistakes increase, and unnecessary problems get created (e.g., working relationships).

Signs of complacency to watch for:

• Relying on outdated strategies without reevaluating effectiveness (e.g., hiring and selection system)
• Avoiding tough conversations or settling for mediocrity
• Failing to invest in personal and team development to ensure collaboration, and to appreciate and capitalize on differences effectively

When growth stops, so does engagement. A thriving workplace depends on individuals who actively shape direction, question norms, and embrace change. Building and maintaining momentum requires intentional leadership—whether steering a company or guiding a team.

How to Combat Complacency

Breaking out of a complacent mindset requires strategy and self-awareness. Here’s how effective leaders approach the challenge:

1. Stay Curious – Leaders ask questions and seek fresh perspectives. They push past “what’s always worked” and explore new approaches. They use the open-ended question approach to ensure everyone gets the chance to share ideas and acknowledge and learn from mistakes.

2. Create Accountability – Feedback loops keep teams sharp. Honest conversations prevent stagnation and complacency. It requires conducting effective meetings, using true brainstorming methods, and ensuring intended results are achieved more often than not.

3. Encourage Bold Thinking – Innovation comes from challenging assumptions. Leaders cultivate an environment where risk-taking is encouraged. Again, yes, the critical point with staying curious is needing repeating: When you stay curious and use the open-ended question approach will ensure employees are heard without ridicule. This is how valued ideas get expressed, created, and used for the benefit of achieving the intended results.

4. Celebrate Progress, Not Just Outcomes – Recognizing small victories keeps energy high and reinforces momentum, which battles complacency. Learning how to self-promote and encouraging team members to do the same builds confidence and team trust.

Final Thought: Leadership Is a Choice
Leading effectively is an ongoing commitment—not a one-time decision. To combat complacency requires awareness, adaptability, and the courage to push past the comfort zone you’ve created. The key to sustained success? Stay engaged and stay open, and remember, yesterday’s approach will not guarantee tomorrow’s results.

©Jeannette Seibly 2025 All Rights Reserved

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, specializes in delivering innovative solutions for hiring, coaching, and leadership challenges. Over the past 32 years, she has empowered business owners, executives, and managers to achieve remarkable success. With a steadfast commitment to excellence, Jeannette champions those eager to elevate, expand, and excel in their results.

Do Your Team Members Feel Safe Sharing Ideas?

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“Do your team members feel comfortable sharing ideas? If not, it’s on you!” Jeannette Seibly

Psychological safety is an often-overlooked leadership issue. As a leader, you must create and ensure an environment where team members feel safe speaking up, taking risks, and expressing their thoughts without fear of punishment or ridicule.

How do ineffective leaders respond when team members voice concerns or make mistakes?

• Harsh criticism
• Micromanage
• Dismiss ideas
• Create fear, doubt, and anxiety
• Squash creativity
• Leave team members feeling unvalued, unheard, or disrespected

Leaders who foster psychological safety encourage innovation, honest feedback, and healthier workplace dynamics. Without it, team members may hold back ideas, hesitate to challenge poor decisions, or avoid admitting mistakes, leading to stagnation and inefficiency.

Strategies to Create Psychological Safety

1. Lead with Vulnerability – When leaders admit their own mistakes or uncertainties, it sets a tone that learning and growth are valued over unachievable perfection. Team members will feel more comfortable their challenges when you acknowledge yours. They bounce back from failure and mistakes faster with lessons learned.

o Hint: Practice storytelling with an executive coach—otherwise, meandering when sharing will lose your audience.

2. Encourage Open Dialogue – Actively invite team members to share their thoughts, ideas, and concerns. Use open-ended questions and listen with authentic curiosity.

o Hint: Phrases like “What do you think?” and “I’d love to hear your perspective” create engagement. Be sure to truly listen!

3. Respond Constructively to Mistakes – Frame mistakes as learning opportunities rather than failures. Instead of blame, ask, “What can we learn from this?” or “How can we improve next time?”

o Hint: Use the sandwich or direct approach for feedback, depending on the situation and the person. Remember to provide feedback in private.

4. Model Active Listening – Show engagement through eye contact, nodding, and summarizing what someone has said. Avoid nonverbal behaviors that signal distraction (e.g., multitasking, doodling, checking your phone, or tapping on the table).

o Hint: Stop multitasking, be present and mindful — focusing fully on the conversation in front of you.

5. Set Clear Expectations – Clarify that feedback, honesty, and risk-taking are valued. Team members won’t speak up if they fear negative repercussions.

o Hint: Regardless of the idea, say, “That’s great!” or “Wow, I never thought of it that way!” Then, follow up with “Tell me more.”

6. Recognize and Reward Effort – Celebrate contributions beyond successful outcomes, individually and as a team. Recognize everyone for trying new approaches, solving problems creatively, or helping others.

o Hint: Brag about their accomplishments and ideas to others—public recognition fosters confidence.

7. Promote Inclusivity – Ensure all voices are heard, including those who might be quiet or hesitant to speak. Encourage diverse perspectives and be mindful of power dynamics that could silence individuals.

o Hint: Go around the table at least twice to ensure everyone has a chance to voice their ideas. Ensure respect for all ideas.

Key takeaway: Psychological safety isn’t a one-time effort—it requires consistent reinforcement. When done right, it transforms teams and their results, encourages innovation, and strengthens trust.

©Jeannette Seibly 2025 All Rights Reserved

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, specializes in delivering innovative solutions for hiring, coaching, and leadership challenges. Over the past 32 years, she has empowered business owners, executives, and managers to achieve remarkable success. With a steadfast commitment to excellence, Jeannette champions those eager to elevate, expand, and excel in their results.

 

Using Coaching to Improve Results

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“Have you ever failed in a project or job? Consider it’s because you’re not coachable.” Jeannette Seibly

Do you want to elevate, expand, and excel? Keep reading …

Executive coaching can lead to extraordinary outcomes for leaders and management teams. The right coach helps professionals collaborate effectively, driving higher ROI, profitability, and retention while creating a workplace culture where people truly enjoy going to work.

Why Do Leaders Resist Hiring a Coach?

Many leaders hesitate because they fear losing control or being told what to do. But leadership development is critical, and overlooking it can limit success and stall progress. The most common concerns include:

• Fear of losing authority – Coaching is about gaining clarity and strategic guidance, not giving up control.
• Belief they should already have the answers – Many leaders feel they must have everything figured out, which leads to resistance.
• Perceived expense – Some view coaching as a cost rather than an investment in long-term growth and success.

A True Story

A business owner excelling in sales was advised to focus instead on being the boss. For a year, she struggled—her sales declined. With the help of an executive coach and a qualified job fit assessment, she discovered that her real super-strength was selling. She pivoted, and with coaching for her and her team, her company’s bottom line improved.

Why You’re Not Achieving Results You Want

You refuse to be coachable. Many people expect coaching to work like magic. Insights might feel good in the moment, but they fade. Success requires action—stepping beyond comfort zones. When you aim for BIG projects, you must be ready to leave familiarity behind and work with a coach. Remember, a coach is there to support you through this growth and help you work through obstacles.

“You will only grow as far as you are willing to be uncomfortable.” Jeannette Seibly

Common Roadblocks

• Momentum Loss – Initial excitement dwindles and progress stalls when ideas sit too long, get overanalyzed, or fear creeps in (“I have too much on my plate” / “I don’t have time” / “What’s in it for me?”).

• Fear, Doubt, and Worry. This deadly trio clouds judgment. And, when you let them take over, logic takes a backseat.

• Ego Sabotage – Pride gets in the way (“They should come to me” / “I shouldn’t have to work this hard”).

• Choosing the Wrong Coach – Many over-promise results due to a lack experience. Also, many treat coaching as a temporary gig until a “real job” comes along.

• Multitasking on Calls – You or the coach is trying to do other tasks, which leads to missed insights and weak execution (e.g., relying on only note-taking instead of listening).

• Over-Reliance on a Coach – A coach provides guidance, but the decisions and actions must be your own.

• Ignoring Inner Power – Discomfort doesn’t mean stop—it means there’s unfinished business to address.

How to Overcome Roadblocks

• Maintain Momentum – Capture ideas immediately, outline the action plan, and execute before enthusiasm fades. That means you’ve taken focused action within 24 to 48 hours!

• Shift Mindset – Instead of focusing on roadblocks, find five ways an idea could work. Over-reliance on emotions gets in the way of logically working through how it can work, or tweaking the plan, or finding another way to work through the obstacle.

• Embrace Humility – Work with a coach to call out ego-driven thinking and challenge limiting beliefs. This is critical since any successful leader has had to have conversations they would rather not have. Instead of ignoring them, they work with the coach and develop a plan to follow, and then actually follow it!

• Master Communication – Understanding different thinking styles enhances team collaboration and decision-making. Use a qualified job fit assessment to help each person better understand the diversity on their team and how to work together more effectively.

• Hire for Experience – A certification doesn’t guarantee skill—look for proven results and real-world expertise. Ask for references and call them – have clarity from your boss or board about what you need to work on.

Successful people work with their coach to leverage obstacles into opportunities. True growth comes from being coachable, staying accountable, and taking decisive action.

©Jeannette Seibly 2025 All Rights Reserved

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, specializes in delivering innovative solutions for hiring, coaching, and leadership challenges. Over the past 32 years, she has empowered business owners, executives, and managers to achieve remarkable success. With a steadfast commitment to excellence, Jeannette champions those eager to elevate, expand, and excel in their results.

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?

by
“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.