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Want to Improve Your Results? Improve Your Facilitation Skills

December 4, 2025 by Jeannette Seibly

“Do you want people to listen, focus, and create great results? It starts with your facilitation skills.” Jeannette Seibly

Leaders who learn to effectively facilitate meetings and groups avoid dominating conversations and improve results. (Note: Oxford Languages define facilitate as: Lead or run (a meeting, discussion, etc.), ensuring that objectives are met and all participants’ opinions are heard.)

When facilitating, many bosses believe they must have all the answers. But they’re neither skilled nor comfortable listening to or generating others’ opinions. Their lack of facilitation skills, speaking skills, and ability to manage a room, virtually or onsite, gets in the way of results.

Become Aware of What No One Will Tell You

Why people won’t tell you the truth:

You lack awareness, emotional intelligence, and emotional integrity (See Quick Comparison* below)
You don’t feel comfortable telling you what you need to hear
Your blind spot is something they can’t quite identify—but they find it annoying
You become a “I’m right, you’re wrong” type of person when someone disagrees with you

*Quick Comparison: Emotional Intelligence vs. Emotional Integrity

Emotional Intelligence is your ability to recognize and manage emotions—yours and others’.
Emotional Integrity is your ability to express emotions honestly and act in alignment with your values.

Signs You Need to Pay Attention To:

You over-explain to the point no one is listening
You talk when you should be listening
You’re always focused on your opinion or point of view (What? You asked for my idea)
You’re late, lack preparation, and are disorganized
You’re ready to respond as soon as the other person stops talking (or even before), which means you were not listening!

How to Overcome These Limitations:

Get Real. Work with an experienced executive coach and use a job fit assessment that provides a leadership overview and recommendations. Objective data plus expert advice can fast-track your results.
Be Coachable. Listening and learning are essential when working with others. Many of you reading this may believe you’re a great speaker and facilitator, but consider your audience may disagree.
Watch Your Tone. Poorly managed emotions can diminish your results and possibly cost you your job. Develop emotional mastery to avoid triggers.
Learn to Listen. Listening to learn (not to comment) helps you master long-winded unfocused conversations and reframe input into something positive. You asked for their input, now honor it and thank them.
Include Everyone. Go round-robin (ask for each person’s thoughts, ideas, or opinion). Listen. Use time limits if needed.
Come Prepared. Arrive early. Send out agendas 24–48 hours ahead and follow them. Mute phones. Send minutes within 24–48 hours, including tasks to be completed.
State Your Point in 10 Words or Less. If you’re long-winded, you’re likely editing mid-sentence or unclear about your point. Get clear. Get focused. Be prepared by writing it down first.

Jeannette Seibly is a legacy-driven Talent Advisor, Leadership Results Coach, and Amazon Best-Selling Business Author. For over 33 years, she has empowered thousands of executives and business leaders to achieve sustainable success through strategic hiring, values-based coaching, and intentional leadership development. Her work blends clarity, accountability, and soulful impact—activating performance and purpose at every level.

Would you like a complimentary, Facilitation Self-Check & Meeting Prep Guide? Contact me.

Supporting Gen Z to be Effective Leaders

December 1, 2025 by Jeannette Seibly

“Leadership is not about being the smartest person in the room; it’s about collaborating effectively.” Jeannette Seibly

At a recent business meeting, I encountered a young woman whose leadership energy was undeniable. She radiated confidence, spoke with conviction, and clearly had the drive to influence and inspire. Yet, as the conversation progressed, her potential was overshadowed by two challenges: she believed she was the smartest person in the room, and her emotions often erupted unchecked. These behaviors, if not addressed, sabotage leadership and future opportunities. (Note: Gen Z was born between 1997 and 2012.)

The Promise Gen Z Leaders Bring

Gen Z is reshaping the leadership landscape. They are:

Innovative thinkers who embrace technology and fresh ideas.
Fearless voices willing to challenge norms and disrupt traditional hierarchies.
Authentic leaders who want their work to align with values and purpose.

This generation’s leadership spirit is a powerful force. But like any force, it requires balance.

The Leadership Growth Required

In this meeting, the young woman’s expertise was undermined by behaviors that eroded her credibility:

Intellectual arrogance: She dismissed others’ perspectives, assuming her ideas were superior.
Emotional outbursts: She interrupted peers, grew visibly angry at senior leaders, and failed to regulate her reactions.
Damaged trust: These actions created tension, making collaboration difficult, and diminishing her professional presence.

Several of the leaders in the room questioned whether the young woman had the professional ability (and maturity) to be in the business conversation they had been having.

Lessons for Emerging Leaders

As bosses and leaders, Gen Z’s leadership drive must be paired with emotional maturity.

Key lessons include:

Humility as strength: Listening actively and respecting others’ contributions builds influence.
Emotional intelligence: Patience, empathy, and composure are essential for leadership.
Client and team relationships: Influence comes from guiding, not dictating. People respond to partnership, not control.
Professional presence: Credibility grows when passion is expressed with respect and balance. Using appropriate brag metrics provides influence.
Develop a win-win-win mindset: Learning how to create bridges instead of burning them is critical, especially for Gen Zs. They have a long career ahead of them. They will never know when the person they dissed or company leader they offended is in a position to hire or promote them, or do business with their company. While they may say they “don’t care,” someday, they will.

Guidance for Mentors and Coaches

Seasoned professionals play a vital role in shaping Gen Z leaders now and in the future:

Offer constructive feedback that redirects energy without diminishing confidence.
Model calm collaboration so younger leaders can see composure in action.
Create safe learning spaces where mistakes become opportunities for growth rather than career‑ending missteps.
Offer workshops and other training (e.g., videos) where the person can learn how to offer ideas without dominating the conversation or alienating others. Providing a job fit assessment leadership report can also provide important insights.

A leadership spirit is a gift. But without humility and emotional intelligence, it will cause self‑sabotage. The young woman I met has the raw talent to succeed, but her journey will depend on whether she learns to balance confidence with respect, and passion with patience.

For Gen Z leaders, the challenge is not just to step forward boldly, but to grow wise enough to make your leadership sustainable and be coachable.

Very Important Note: Having coached and mentored a number of people who are now older and more experienced, many-faced similar challenges early in their careers, including being fired. I strongly encourage bosses and leaders to provide counsel that helps these individuals strengthen their people, communication, and facilitation skills. Doing so ensures you won’t lose their drive, innovative ideas, and fearless voices, and in turn, these individuals will continue to grow, contribute, and thrive.

Do you have employees that need help with their leadership, communication, and decision-making skills, including Gen Z? It’s time to contact me and develop a program that supports everyone’s success.

Negotiation Skills Are Required for Success

November 27, 2025 by Jeannette Seibly

“Do you want to expand your results? First, ensure win-win-win outcomes through good negotiation skills.” Jeannette Seibly

Being able to negotiate is not optional. It’s a required skill that most professionals never learn to use effectively.

Too often, people settle, assume, or avoid the conversation altogether, costing them opportunities, money, and relationships. True negotiation is not about winning at someone else’s expense. It’s about creating win-win-win outcomes where everyone benefits and the agreement builds trust, clarity, and long-term success. (Resource: Get Your Brag On! Chapter 14)

“If you want to win, you need to support them winning too.” Jeannette Seibly

Basic Preparation for Effective Negotiation

Rule #1 – Prep Work

Define clear goals and write them down.
Identify three “Must-Have” outcomes—rank, circle, and keep them visible.
Review your “brag” work and be aware of your metrics (e.g., results, wins, successes, accomplishments, and achievements).

Rule #2 – Research

Learn the other party’s goals, challenges, and objections by asking them using open ended questions.

Rule #3 – Be Ready to Walk Away

Know your bottom line and ensure ROI beyond just money.
Avoid clouding your judgment with emotional attachment to what they are offering. (Hint: It may sound good or amazing, but is it what you really really really want?)

Now, You’re Ready!

The Meeting

Be present and mindful.
Use agendas, take notes, and write down agreements immediately.
Let them talk first; listen actively.
Ask open-ended questions to uncover solutions and to clarify uncertainties.
Allow silence, don’t hedge, and address issues directly.
Seek common ground, restate agreements clearly. Write them down. (Remember, memories are faulty.)
Stay flexible, avoid adversarial tactics.
Review agreements at the end and don’t gloss over details.

Finalize Agreement

Document terms, responsibilities, and timelines. Send info asking them to include anything missing or needing clarification.
Include an escape clause in the event things don’t work out as agreed on.
Keep all notes organized for clarity and legal accuracy.

You can successfully negotiate everything you need and want. But it requires a win-win-win mindset!

Are you struggling to negotiate your goals, or unclear how to begin? Let’s talk.

How to Hire Salespeople Who Actually Sell

November 24, 2025 by Jeannette Seibly

“When you hire the wrong salespeople, your customers and top salespeople leave.” Jeannette Seibly

Note: Don’t have time to read the full article? SCROLL to SEE Executive Summary below.

Hiring salespeople is notoriously tricky. Many candidates look the part and talk the talk. But once hired, they fail to deliver needed and intended results. The cost of a bad hire isn’t just financial; it erodes customer trust, team morale, and your bottom line.

The key? Determine their ability to sell before you hire them. Sales managers don’t have magic wands, and “fixing” poor hires rarely works.

Questions that must be answered:

Are they:

Able to generate leads?
A self-starter or need prodding?
A team player?
Able to close an opportunity? (Many become hesitant and are afraid of the required “money” conversation.)
Fulfilling promises or making unrealistic ones (e.g., the price will never go up)?
Following-up and following-through? (Note: This is one of the biggest mistakes salespeople make.)

5 Smart Strategies to Improve Your Selection Process

Use Objective Data. Ditch intuitive Use the Selection Triad and validated job-fit assessments to evaluate prospecting, presenting, and closing skills. Job fit is the #1 predictor of sales success.
Assess Integrity. Use honesty/integrity assessments to uncover omissions and avoid candidates who stretch the truth. Always verify background, education, and accomplishments.
Test Listening Skills. Ask candidates to summarize parts of the interview: “Tell me what you heard.” Great salespeople listen before they sell. Also, check for openness to coaching, “Tell me about a recent mistake. What did you do? What did you do to correct it? Who did you need to talk with?” Beware of someone saying they never make a mistake. (In fact, move on to other candidates.)
Look for Curiosity. Candidates should ask thoughtful questions about your company, product, and culture. If they don’t, they likely lack the drive to uncover client needs.
Observe Presence and Patience. Watch body language. Do they squirm, interrupt, or rush? Sales requires calm confidence and the ability to make prospects feel heard and comfortable.

Top Attributes of Successful Salespeople

Coachability: You can’t coach someone into a job they’re not wired for. Remember, you’re hiring for job fit: thinking style, behaviors, and interests must align with the role.
Presence: Great salespeople are fully engaged in conversations. Multitasking is a myth and listening is their superpower.
Product Mastery: They know what they’re selling and how it works. They immersed themselves in the details; and, as a result, they build trust and prevent buyer’s remorse.
Persistence: They follow up consistently, stay visible, and don’t give up. They stay in contact through sharing articles, actively participate in networking (givers gain attitude), and social media.
Relationship Building: They treat every prospect and client like a VIP. They follow-through within 24–48 hours to build credibility and loyalty.

When was the last time you stopped long enough to review your sales teams’ skills? You haven’t? It’s time to contact me before the end of 2025!

Would you like a complimentary quick one-page copy of “Sales Manager Coaching Tool: Hire & Develop Salespeople Who Deliver?”

***

Executive Summary: Hiring Salespeople Who Actually Sell

“When you hire the wrong salespeople, your customers and top salespeople leave.” Jeannette Seibly

The Problem

Hiring mistakes erode trust, morale, and profits.
Sales managers cannot “fix” poor hires—selection must be right from the start.

5 Smart Strategies

Use Objective Data – Apply the Selection Triad: structured interviews, validated job-fit assessments, integrity tools.
Assess Integrity – Verify honesty, background, and accomplishments.
Test Listening Skills – Great salespeople listen before they sell.
Look for Curiosity – Candidates should ask thoughtful questions.
Observe Presence & Patience – Calm confidence builds trust.

Top Attributes of Successful Salespeople

Coachability – You can’t coach someone into a job they’re not wired for.
Presence – Fully engaged, listening is a superpower.
Product Mastery – Deep knowledge prevents buyer’s remorse.
Persistence – Consistent follow-up builds visibility and credibility.
Relationship Building – Treat every client like a VIP, follow-through within 24–48 hours.

Hiring salespeople is too costly to get wrong.

Stop relying on intuition—use proven tools and strategies.

Contact Jeannette before the end of 2025 for a complimentary copy of the “Sales Manager Coaching Tool: Hire & Develop Salespeople Who Deliver.”

Jeannette Seibly, award-winning Talent Advisor, Leadership Results Coach, and Business Author, has guided thousands of executives and business leaders to success over the past 33 years. Her specialty is delivering innovative solutions for hiring, coaching, and leadership challenges—with excellence and accountability at the core.

Do You Have Problems Working with Authority?

November 20, 2025 by Jeannette Seibly

“If you want to succeed, you must learn to listen to and work well with your boss.” Jeannette Seibly

Do you:

Deny having authority issues and place blame for mistakes on your boss?
Look for approval from your boss and seldom get it?
Ignore advice and instead argue for your point-of-view?
Do it your way when your boss or board says, “No”?
Have a team that bickers a lot?

Can you imagine NFL team players thumbing their nose at the coach when told to adopt a new game strategy? I cannot either.

Yet, many times, business leaders fail to work well with authority! They believe they know how things should work and fail to listen to sage advice on how it normally works. This closed mindset costs them valuable time, money, and energy that could have been better used for business success.

7 Tips to Improve Effective Working Relationships

Recognize You Have a Problem. Awareness is the first step toward meaningful change. When you cringe because someone sounds like your mom, dad, or teacher, you have a trigger. Heal the relationship with your parent(s) and you will go further faster as a leader.
Learn to Positively Handle Feedback and Criticism. Many times, when you get triggered, it has nothing to do with the feedback. It’s an automatic reaction from your ego saying, “Don’t talk to me that way.” Breathe. Put your feelings into words. Learn to ask questions for clarification. If you truly listen, you will find your boss’s insights (or someone else’s) were “right on.”
Encourage Brainstorming and Listening to New Ideas. When you or your team know-it-all and rely only on past efforts, you will fail to get to the core issue or true solution. Be open to listening to others … it saves time and money while creating viable solutions.
Resolve Conflict Before It Derails Results. Leaders who avoid authority often create unnecessary conflict. Their poor communication styles and inconsistent work ethics make it hard for team members to succeed. Unresolved tension drains energy and stalls progress. Proactive leaders seek coaching and support to address issues early—before they escalate and negatively impact performance.
Learn to Delegate. If you want to achieve true leadership, you must stop doing it yourself and learn to trust your team! To expand your business, sales results, and influence with your team, create a team that is resilient, reliable, and resourceful. That starts with your willingness to listen and work well with your boss, board, team, and customers.
Get Over, “Do It My Way.” Life is not about doing everything “your way.” Yet, there are many stories on social media about DIYers. It takes maturity and experience to work well with your boss, team, customers, business, and bottom line. You will make mistakes. But your ability to learn from those mistakes and seek counsel will improve your results.
Take a Good Long Look in the Mirror. If you are a leader that acts as a lone ranger, be aware your team members will mimic you! While you may believe this is OK, at some point, it will create irrevocable issues at the wrong time! Learn to be coachable and understand there are other workable ways to get the best results.

Everyone has an authority figure: boss, board, team, and/or customers. They that provide invaluable feedback and criticism when you listen. Failure to listen and learn will sideline your career.

Jeannette Seibly is a legacy-driven Talent Advisor, Leadership Results Coach, and Amazon Best-Selling Business Author. For over 33 years, she has empowered thousands of executives and business leaders to achieve sustainable success through strategic hiring, values-based coaching, and intentional leadership development. Her work blends clarity, accountability, and soulful impact—activating performance and purpose at every level.

Take the time to develop effective working relationships, be coachable, and take feedback, while learning from your mistakes. This is can be impossible to do on your own. If this true for you, contact me for a confidential conversation.

Spotting Hidden Talent Easily

November 17, 2025 by Jeannette Seibly

“Spotting hidden talent can be easy and will increase employee, customer retention, and profitability.” Jeannette Seibly

Did you know hidden talent can be easily spotted using a well-designed job-fit selection system?

While many complain about the difficulty of finding “hidden talent,” the reality is that the right person may be sitting right in front of you. Unfortunately, biases often cloud our ability to see candidates as they truly are. Other barriers—such as lack of objective data, unrealistic expectations, and flawed assumptions—can further obscure their potential. The list goes on.

Bottom line: We miss spotting hidden talent due to a lack of good, reliable, and replicable objective data when making hiring, promotion, and job transfer decisions.

Ways to Avoid These Common Pitfalls

Prepare Job Applicants. Send them a helpful video about your interview process and what to expect. For many, this is their first time talking with your company. Provide several interview questions (and be sure to ask at least one or two of these) so they feel comfortable with your selection process. Also, send them a link to the brag book: “The Secret to Winning the Job: Start Bragging!” Many applicants have hidden talents that they need to learn how to share effectively.

Use a Valid Honesty/Integrity Assessment. Make sure it’s a direct admission tool and use only for pre-employment purposes (not current employees). This can help weed out candidates who are good at selling themselves but have things to hide. They also help create safer workplace environments. Be sure to check local and state statutes to avoid asking inappropriate questions (e.g., age, marital status, children, etc.). Contact me for a product brochure.

Conduct Phone Screen Interviews to Gather Objective Data. Ask questions designed to reveal facts about past employment and education. Verifying and documenting are essential. Too often, candidates aren’t honest about their past … they just want the job. (For help creating questions, READ Chapter 10, Hire Amazing Employees)

Too often, we rely on intuitive hiring rather than using a strategic job-fit system and obtaining objective data. Then, we are surprised 2 hours, 2 weeks, or 2 months later when we realize the person who showed up isn’t the one we interviewed. This is avoidable.

Use a Qualified Job-Fit Assessment. It’s crucial to see the “whole person” (e.g., thinking style, core behaviors, and occupational interests). Using the wrong assessment allows applicants to present themselves as they want to be seen—not as they truly are. With over 3,000 published assessments available, it’s easy to select ones not designed or compliant with Department of Labor standards for pre-employment use. How do you know the difference? Ask for a technical manual and check for distortion, predictive validity, reliability, and validity coefficients. (See Chapter 9, Use the Right Assessments and Skill Tests, Hire Amazing Employees) Using the correct assessment, the right way, makes all the difference in the selection process!

Using a qualified job fit assessment helps alleviate concerns about the legalities of who you are hiring.

Interview for Job Fit. Too often, our beliefs about required skills are sabotaged by subjective biases (e.g., good at math = good accountant; friendly = great boss). Ask job-related questions and listen! Hidden talent will reveal itself when you deep dive into their responses using the “Rule of 3” to determine the depth of their skills. (For additional insights on the “Rule of 3” and creating job-related questions, READ Chapter 10, Hire Amazing Employees)

Conduct Due Diligence. It’s not uncommon for applicants to list education, job titles, and companies that don’t exist! Conduct background, licensing, education, and other checks. Using a third-party provider often ensures a thorough and consistent process. (SEE Chapter 17, Types of Checks, Hire Amazing Employees)

Require Onboarding for Best Results. Start when the job offer is accepted and continue over several months. Otherwise, your newest talent may “leave” while still on the payroll. (READ Chapter 20, The Success of a New Hire Is Up to You!, Hire Amazing Employees)

Spotting hidden talent is easy when you use a well-designed strategic job fit system. When was the last time you reviewed your hiring practices? If you want to improve your retention, results, and revenues, contact me.

Want to Be Motivated? Take Action!

November 13, 2025 by Jeannette Seibly

“The hardest part of a project or venture is getting started. It starts with the first small step.” Jeannette Seibly

The hardest part of any new venture or project often comes after the initial excitement fades. You’re staring at the plan you created, and overwhelm begins to creep in.

You notice missing pieces.

Your inner psyche chirps, “You cannot do this.”

Your doubt screams, “What were you thinking?”

Or worse, “What will others say?”

Even if you’re not fully aware of your doubts and fears, they will sabotage your progress unless addressed in a positive, proactive way.

Here’s the truth: action creates motivation—not the other way around, despite what many of us were taught to believe. We often use a lack of motivation as an excuse to play small or avoid taking any action at all. But attempting big steps too soon will sabotage your efforts.

What’s the solution?

Take action by identifying the smallest possible step—then, do it.

Take One Small Step

Want to lose weight? Put on your walking shoes. Nothing else. Then, the next day, put them on again. Soon, you’ll be out walking! (Yes, this really works.)
Want to save money? Set aside 1% each time you receive any money. Before long, you’ll be amazed at how much you’ve accumulated.
Want that promotion? Take the smallest action possible—like buying your Get Your Brag On! book. This helps you avoid overwhelm and prevents you from missing critical details that could sabotage your efforts.

Make Sure Your Environment Is Supportive

This includes both physical and emotional spaces.

If your home office is in the basement and you dread going down there, move it somewhere you enjoy.
If your team members constantly naysay everything, it may be time for new ones. But beware: if they’re pushing back on your habit of constantly changing things, listen. That habit may be your saboteur—not them.

Celebrate Progress

Learn to complete and review daily, weekly, and monthly actions. This supports your growth.
Conduct a “What Worked? / What Didn’t Work?” review at least once a month.
Be real. Use your numbers. And don’t forget to update your brag statements!

Remember: Your new project or venture isn’t overwhelming. You simply need to take small actions, make thoughtful adjustments, and stop sabotaging yourself. Enjoy the process of creating results one step at a time. Your actions will feed your motivation to continue to move forward.

Jeannette Seibly is a legacy-driven Talent Advisor, Leadership Results Coach, and Amazon Best-Selling Business Author. For over 33 years, she has empowered thousands of executives and business leaders to achieve sustainable success through strategic hiring, values-based coaching, and intentional leadership development. Her work blends clarity, accountability, and soulful impact—activating performance and purpose at every level.

Ready to take action—but unclear about what you really, really, really want to achieve? Let’s talk.

Stop Sabotaging Your Work Relationships

November 10, 2025 by Jeannette Seibly

“Want to make a positive difference in your working relationships? Do what you say you’ll do.” Jeannette Seibly

Many bosses and leaders don’t prioritize building proactive, healthy work relationships. They’re often in denial, fail to see the value, or unknowingly sabotage their ability to collaborate effectively.

As a result, when support is needed to resolve workplace issues or navigate complex customer challenges, they’re left disappointed, frustrated, or hurt. Why? Because the co-workers and bosses they ignored or dismissed are now unavailable—or worse, judgmental. These colleagues may respond with, “Here’s what I would’ve done,” or “You should’ve asked me sooner,” rather than offering real help.

Sabine, a mid-level boss constantly complained about her director. Her best friend finally urged her to hire an executive coach. Sabine didn’t believe a coach could fix the problem—especially not the slashed quarterly bonuses or lack of resources—but she reluctantly agreed.

Her coach offered a simple recommendation: “Go have a conversation with your director. Not just any conversation—one that makes a real, positive difference. Start building a better work relationship. You don’t have to like him, but you do need to respect that he’s your boss.”

Sabine snapped, “If I’d known you were going to tell me that, I never would’ve hired you.” The coach replied calmly, “But you did hire me. Now do it. You’ll be amazed at the difference.”

Sabine followed through—and the coach was right. The results were phenomenal. Sabine became one of the few people who could work well with that director.

The bonus? Six months later, the company president called Sabine: “I heard you’re doing great things. When you’re ready, I want you to run one of my new companies.”

Building strong work relationships—especially with difficult team members or bosses—directly impacts your promotability, results, and career opportunities.

How to Develop Better Relationships

Listen—Really Listen. Yes, I say that often. But unless you truly listen, the rest of these tips won’t matter.
Take Responsibility for Biases and Judgments. You may think no one notices how you really feel about someone—but it shows. In your choice of words, your gestures, your attitudes. In fact, over 80 percent of what you communicate is nonverbal. That’s why it’s essential to challenge your outdated beliefs and improve your communication style. Attend workshops or courses that help you do the work. And don’t just show up—participate. Sitting on the sidelines or pretending to listen won’t move the needle.
Respect Others. Stop making excuses for not supporting the team.

Example: If you struggle to hear during Zoom meetings, turn up the volume on your laptop—it might not be a Zoom issue. If you suspect hearing loss, get tested. Excuses erode trust and disrespect your team.

Another Example: Talking over others when they disagree with your comment or opinion.

Get Involved. As a leader, stay engaged—especially when your team asks for help or resources. That doesn’t mean micromanaging (unless necessary). Guide your team to take initiative, talk things out, and stay accountable. That’s how trust and results grow.
Ask for Help. Seeking input strengthens relationships—ignoring others when you need help will weaken the relationships. Many leaders avoid asking for help until they’re forced to. Then, their egos get in the way: “I already tried that,” or “That won’t work.” Asking for help doesn’t mean you’re not capable—it means you’re open to better ideas, new perspectives, and collaborative solutions.
Honor Your Word. Don’t just talk about what you’ll do—do it. Start small. Example: Concerned about 1:1s with employees? Solution: Schedule monthly 1:1s to start—then increase as needed. Many of you believe you have integrity and do what you say you’ll do. When you do what you say you’ll do, you build trust and credibility.
Make Win-Win-Win Decisions. Your decisions affect others—even in subtle ways. Poor decisions can quietly derail team progress. To make better choices, hire a coach, ask for input, and listen. Again, listen. That’s how you honor your word and strengthen relationships. Then follow up: Did it work? If not, conduct a “What Worked? / What Didn’t Work?” review to identify what was missing.

Jeannette Seibly, an award-winning Talent Advisor, Leadership Results Coach, and Business Author, has guided thousands of executives and business leaders to achieve remarkable success over the past 33 years. Her specialty is delivering innovative solutions for hiring, coaching, and leadership challenges—with excellence and accountability at the core. When was the last time you stopped long enough to really look at the strengths and weaknesses of your working relationships? If you have any concerns, let’s talk and put you on the path toward achieving unprecedented results.

Are You Open to Listening?

November 6, 2025 by Jeannette Seibly

“Are you open to hearing what’s being said? If not, you’ll lose out on many new possibilities, opportunities, and solutions.” Jeannette Seibly

Most of you would say, “Of course.”

But earlier today, when a co-worker or employee needed to talk, you played Spider Solitaire or let your thoughts wander while they spoke. Then, when they asked a question, you replied, “Could you please repeat that? I wasn’t listening.” You do that more than once.

I remember coaching a young man whose company had asked me to support his leadership growth. During the call, I suspected he wasn’t listening. I asked what he was doing.

He twitched and said, “Listening.”

“No, what are you really doing?”

He gave a sheepish grin and admitted he was watching a newsfeed on his phone.

“You do remember the purpose of these calls is to prepare you for a promotion, correct?” He nodded.

“As a leader, you need to learn how to truly listen—especially when you don’t want to hear what someone is saying.”

He asked, “Why? If they’re boring or I’ve heard it before?”

I responded, “Because in your listening, you and others can hear something new … a solution … new opportunity … new possibility. It’s how you develop your leadership—and your people. Otherwise, your legacy might be, ‘He never listened.’”

Several years ago, I was walking in the one-mile parklike setting where I live. There are usually plenty of people out with their dogs. Sometimes, they’ll even talk with you!

I recognized a dog, so I stopped to pet her. I asked the woman, “How are you doing? How’s Sadie?” She’d adopted the dog just a month earlier.

She said, “I’m good. Sadie’s doing well, too.” I smiled. Then she added, “I had been visualizing this dog. Other opportunities fell through, but I kept visualizing. Now, here she is.”

Why was this important to me? My cat had just passed away. I wasn’t sure if I wanted another. But in that moment of being open and listening, I knew I did. Later, I started visualizing. Even cut out a picture. Within a short time, I adopted Remy from the local humane shelter.

It happened because I was open to listening.

What Do You Need to Do to Improve Your Openness to Listening?

Be Curious. You don’t know it all. You never will. When you bring curiosity to your listening, you learn, grow, and develop ideas or dreams.

Ask Questions. There are books filled with conversation starters. They’re helpful. When using these ideas, these prompts can also unlock deeper thoughts you’ve been mulling over. If you don’t have a book with question starters, use your curiosity and ask open-ended questions. This is much better than gossiping—or recycling the same old ideas.

Humble Up. Your ego will try to protect you by refusing to listen. When you hear new ideas, you might feel excited… then uncomfortable… then fearful. That’s a good sign. It means the ideas are nudging you forward. Acknowledge your feelings—and keep the ideas flowing. Then, take focused action on one of them! What opened up?

Here’s another way to look at it: Wouldn’t it be better if your legacy said, “He was a great boss because he really listened,” rather than, “I hated going to work each day because he never listened to anything I said.”

Ready to elevate your openness to positively impact your next chapter? Let’s talk.

From Guesswork to Clarity: Hiring with Job-Fit Assessments Improves Revenues and Results

November 3, 2025 by Jeannette Seibly

“Job fit assessments take the guesswork out of your hiring process to improve revenues, retention, and results.”

In today’s hiring climate, speed often masquerades as strategy. Managers are urged to act fast—yet when the “right” candidate doesn’t surface, your hiring strategy often goes out the window.

Beneath the urgency and hesitancy lies a deeper tension:

Will this hire stick?
Will they elevate the team—or disrupt it?
Are we measuring what matters?

When clarity falters, misalignment follows. Promising candidates walk. Loyal customers drift. And retention, revenue, and results quietly erode.

When hiring decisions rely on urgency or intuition alone, managers often struggle to identify candidates who:

Have vague or inflated skills – that don’t translate to performance
Avoid accountability – by justifying shortcuts or disregarding rules
Resist feedback – rationalizing poor choices and showing little willingness to learn
Lack the long-term attitude or behavior needed – to support team growth and client retention
Require hands-on training – but resist being shown or told how to improve

These blind spots lead to failure and building a resilient, high-performing team. Without objective data from validated job fit assessments, better hiring outcomes remain out of reach.

Tired of interviewing a person and having them change their personality within two to 90 days? Keep reading.

What is a Job Fit Assessment?

It’s a screening tool that helps managers hire with purpose—defining roles, aligning expectations, and selecting candidates who truly fit.

Using “whole person” data—thinking style, core behavior, and occupational interests—reveals who a candidate is beneath the polish, not just how they want to be seen.

A job fit assessment shifts hiring from reactive to intentional, offering reliable, replicable insights that meet Department of Labor guidelines for both hiring and promotion.

Please note: Assessments are just one-third of the decision. Interviews (1/3) and due diligence (1/3) complete the trio.

Why are “qualified” job fit tools often overlooked? Most importantly, not all assessments are equal. A “qualified” job fit tool used for hiring and promotion must meet distinct scientific and legal standards. Most assessments don’t.

To be “qualified” and effective, these tools must:

Be scientifically validated and reliable, with proven predictive validity
Minimize bias and promote fairness
Deliver objective data for consistent, defensible decisions
Be easy to interpret and apply across roles and teams
Align with actual job performance

Why Are Job Fit Assessments Critical to Your Company’s Success?

Clarify Role Expectations. Most job descriptions list tasks, but few articulate a role’s impact on finances, systems, and people. A qualified job-fit assessment helps managers move beyond vague responsibilities to define true accountability about what success looks like (e.g., hiring salespeople who close deals, not just educate prospects; hiring financial planners who enjoy working with numbers).

Define Success Metrics. Hiring isn’t just about filling a seat—it’s about fueling performance. Job-fit assessments help managers identify what matters and avoid repeating costly mistakes:

What are the candidate’s natural strengths?
What skills need development?
How can we best support their success?
Are they coachable and open to feedback?

The insights provided by a qualified job fit assessment shape interviews, onboarding, and coaching—and reduce bias by anchoring decisions in data, not assumptions (e.g., eliminating bias tied to gender, age, education, or experience).

Align with Team Culture. Skills get candidates hired. Culture keeps them. The right assessment reveals how a candidate’s values, work style, and decision-making align with the team, company, and role—revealing synergy or friction before the hire.

Paired with honesty-integrity direct admission tools, managers gain deeper insight into values (e.g., drugs, theft, attendance), supporting trust-building from day one.

When managers hire with clarity, everything shifts: