New World of Work | SeibCo, LLC

What to Do as a Leader When You Inherit an Underperforming Employee

August 24, 2026 by Jeannette Seibly

Many leaders have faced this situation: you step in as the new hire or new boss and you inherit an underperforming employee on your team. Management is already telling you to fix them or fire them.

While you must treat every team member fairly and uphold the same standards for all, fairness does not mean ignoring performance issues.

Often, the previous boss was unwilling or unable to effectively coach the “underperforming employee,” let them go, or find a better job fit.

Now management expects you to resolve the situation.

Why This Expectation Is a Problem

You cannot “fix” an employee.
The “underperforming employee” may excel under your leadership.
If management insists on firing them, have them do so before you start as the new boss.

The Reality of Inheriting a “Underperforming Employee”

A label from a previous boss does not define how anyone will perform with you. Conduct your due diligence with all
You are accountable for everyone’s performance. Ensure the team has the resources to meet customer demands.
Investigate first: use job fit assessments, review and update job descriptions, talk with current and former team members, and get management’s perspective.
Ask the customers what’s working and what’s not.
If you’re interviewing for the role, say: “I’ll need to assess them first. If you need them gone, you’ll need to handle that before I start.”
Maintain confidentiality and reinforce your standards.
Partner early with HR to ensure compliance.
Communicate appropriately with the team to prevent rumors and reinforce expectations.

As a New Leader, Share Expectations Immediately

Introduce yourself briefly in a group meeting.
In 1:1s, explain you’re assessing each role.
Ask how the team members see their role.
Clarify standards, timelines, and responsibilities.
Put expectations in writing.
Reinforce what “good performance” looks like.
Let the team know you’re available. And be available! It builds trust, which is needed in difficult conversations.
Hold each team member accountable and follow through consistently.
Never accuse anyone of being an underperforming employee since they may simply be in the wrong job.

Objectively Assess the Situation

Use a job fit assessment to confirm they’re in the right job. They may “fit” the thinking style, behaviors, and interests but have deviated from the job description due to lack of support and awareness.
Review performance history, documentation, and feedback from previous bosses and team members. Have intentional conversations. Remember, memories are never 100% accurate.
Identify whether the issue is skill, attitude, or both. Sometimes employees weren’t trained or were expected to grasp abstract concepts without guidance. Provide what’s missing and show them how to use it.
Create a written plan before speaking with the employee.

Have Direct and Intentional Conversations with the “Underperforming Employee”

Address issues factually using the Sandwich or Direct Approach, depending on the employee.
State what must change and why it matters. Use a performance improvement plan when needed.
Offer training and tools. If they’re unwilling to do the work, document it.
Treat each employee fairly.
Document everything: performance, behaviors, missed deadlines, and conversations (who, what, when, where, why).
If they want to leave, let them. Help them find a better internal fit or follow HR’s severance process.

Decide: Can They Stay or Must They Go?

Evaluate whether improvement is real and sustainable. (They cannot fake it forever.)
If not, initiate the appropriate exit process with HR.
Remember, the “underperforming employee” may be well liked but ineffective.
“Ride it out” when there is pushback from the team.
Reinforce expectations without criticizing the departing employee.

Strengthen Your Leadership Reputation

Your job is to ensure every employee receives the tools, coaching, and training needed to succeed.

Demonstrate fairness, consistency, and courage.
Show, by example, that you protect the team and uphold company standards.
You are judged not by the problems you inherit, but by how you handle the person and situation.

PS: What if You’re the “Underperforming Employee?” Don’t wait. Get help from an executive or career coach. This may include looking for another job after learning what you overlooked or ignored during your interview. The key is to get real about your strengths and weaknesses using a qualified job fit assessment to learn who you really are … not who you want to be seen as.

Jeannette Seibly is a Leadership Results Coach, Talent Advisor, and Business Author with 33 years of experience activating greatness in leaders and companies. She delivers practical coaching and solutions that elevate performance today, build legacies that stand the test of time, and support people in empowering themselves to lead with clarity and impact.

Are You Avoiding Kindness?

August 20, 2026 by Jeannette Seibly

Real kindness requires backbone, not telling people what they want to hear (aka platitudes). In today’s workplace, kindness is required to be effective and to be a results‑producer.

A lack of kindness often comes at the expense of teamwork, accountability, quality, client care, and the bottom line.

Kindness used to mean helping people grow, telling the truth, and doing what’s right even when it’s hard.

But today, “kindness” has been reduced to being agreeable, avoiding discomfort, and keeping everyone happy. It’s a way of avoiding potential legal issues, addressing unreasonable demands, and preventing team or customer upsets. That’s not kindness. When leaders focus on being liked, keeping the customer or boss happy, and protecting the bottom line, this surface‑level civility (aka fake kindness) creates a legacy of being nice but makes the leader ineffective.

Where Has Kindness Gone Missing?

Truth telling. Leaders avoid honest feedback to “be kind,” leaving teams stuck, costs rising, and customers unhappy.
Accountability. Standards are softened to avoid hurt feelings, creating mediocrity.
Follow-through. Leaders promise support but fail to provide the resources and feedback required, negatively impacting the company and clients.
Kindness creates confusion when leaders tolerate conflicts, factions, and groupthink out of fear of being labeled a bad or mean boss.
Hard conversations are avoided due to lack of skill, fear of failure, or making the situation worse.
Kindness is applied selectively, creating confusion and resentment.
Offense‑seeking. Teams (and leaders) look for opportunities to feel offended, diminished, or discredited.
Decision‑making. Leaders delay or avoid making timely decisions to prevent upsetting someone, harming progress and trust.
Performance management. Avoiding tough conversations about poor performance hurts the individual, the team, and the customer.

The Blunt Truth About Kindness

Kindness isn’t soft or fuzzy. As a leader, it’s crucial to develop kindness with a backbone while guiding teams and customers through the inevitable difficulties, conflicts, and upsets.

Be Clear. Clarity is kindness. Provide the resources and truth required to get the job done. These conversations will take longer. The benefit? They allow the team to be innovative and surpass the intended results.
Be Direct. Directness with diplomacy prevents misunderstandings and raises standards. Keep the goal and intention in the forefront to move everyone forward.
Be Consistent. Consistency builds trust when you tell the truth early, directly, and respectfully. Remember you will need to repeat it many times during meetings and conversations.
Be Accountable. Accountability protects people and results through intended actions, not avoidance.
Be Courageous. Courage is the highest form of kindness for yourself and others. It guides teams and customers to do what they’ve been avoiding.
Be Compassionate. Chances are you’ve had a similar experience. Share a short story about how you handled a situation or relationship to support your own growth.
Be Generous. Appreciate each team member’s contribution. Encourage them to brag about their successes too.
Be Self‑Aware. Listen to the “tiny voice in your head” before saying something you’ll regret. Stop, breathe, and use silence when your critical voice is too loud.

A Leader’s Self‑Check

“Am I being kind or just agreeable?”
“Am I helping this person grow or keeping them comfortable?”
“Am I avoiding the truth and calling it kindness?”
“Am I protecting people through silence at the expense of the team or client?”
“Am I being authentic or just saying what is expected of me?”
“Are my expectations ego‑based?”
“Am I failing to hire the right people required to achieve needed results for customers?”
“Am I gaslighting someone because I failed to take responsibility?” (e.g., overscheduling, failing to keep promises, failing to listen, ignoring policies or systems)

Kindness isn’t about keeping people comfortable. It’s about guiding them to succeed. In today’s work world, kindness is required.

Jeannette Seibly is a legacy‑driven Talent Advisor, Leadership Results Coach, and 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.

When “Civility” Masks Achieving Intended Results

August 17, 2026 by Jeannette Seibly

Trust and respect are core to effective leadership, and required to achieve intended results. But both erode when leaders hide behind “civility” and insist on polite instead of intentional conversations that move a team, company, and project forward.

While civility can create space for dialogue and reduce friction, surface‑level communication (e.g., civility) is often used as a mask or shield to block accountability for results, relationships, and client care. Used this way, civility enables leaders to talk about issues without addressing them and gives cover for avoiding needed action. This often occurs when the issue has been allowed to grow too long, and solutions seem impossible. Or, the leader just doesn’t have the confidence or skills required.

In companies that reward civility over accountability, leaders avoid tough decisions, delay taking required actions, and limit innovation. Civility shifts from a tool for connection to a strategy for avoidance. It is the way to sidestep unpopular decisions and uncomfortable truths. And when that happens, quality drops, retention suffers, revenues decline, and outcomes take the hit.

Signs of Leadership Avoidance

Punishing honesty. People are subtly punished for saying what leaders don’t want to hear.
Dodging discomfort. Issues are ignored because leaders don’t want to feel uncomfortable.
Civility as a shield. Tough conversations are avoided because they’re seen as “not nice.”
No accountability. Responsibility is dumped on others who don’t have the authority to make a difference.
Problems spiral. Leaders chase trivial wins while major issues spiral out of control.
Conflict avoidance. Teams tiptoe around the elephant in the room and clients fire you.
Facts are twisted to make people doubt what they see and hear.
Consensus hiding. Decisions are stalled by demanding “everyone agree” to avoid action and failure.
Politics over people. Internal politics matter more than taking care of employees or clients.
Fear of change stalls execution.

The Bottom Line. This type of leader is often in the wrong job due to poor job fit and/or because their bosses liked them, and not because they can deliver results. This continues as long as the company tolerates rising costs, declining revenues, costly turnover, miscommunication, and mediocre results, and fails to correctly identify the real problem.

Companies need leaders who address issues directly, early, and consistently. Civility helps, but only when paired with clear enforcement and follow‑through. When civility becomes a distraction, it stops being a virtue and becomes a leadership liability.

Effective Leaders: Civility with Backbone

Effective leaders don’t abandon civility. Instead, they:

Strengthen civility. Pair it with responsibility and accountability.
Improve clarity. Build trust by acting to move an issue, team, or project forward, not just talk about it.
Replace avoidance. Raise standards, grow trust, and improve results through direct communication.
Demonstrate backbone. Use civility to drive performance, and stop using excuses.
Practice self‑awareness. Notice when comfort is replacing clarity and have the tough conversations.
Set expectations and follow-through. Be consistent, honor policies, and address issues early.
Model accountability with empathy. Use civility for clarity, protect people through action, and manage the process, not personalities.

These behaviors turn civility into a leadership strength rather than a shield for avoidance by taking the required steps and having intentional conversations for required results.

A Leader’s Self‑Check

“Am I using civility to connect or to avoid?”
“Am I enforcing standards or explaining them away?”
“Am I building a culture that works or one that merely talks about working?”
“Am I fearing the disruption needed to achieve the results, or trusting the process?”
“Am I focused on the wrong areas of this issue or job?”

Civility matters when paired with accountability. Without courage, it’s just decoration.

Build a Strong and Dynamic Team to Produce Great Results

July 20, 2026 by Jeannette Seibly

Many leaders today struggle with building a team that produces intended results, is innovative, and works well together. Many leaders blame their lack of success on the belief that the “right” team members cannot be found.

The real problem? Leaders fail to take responsibility and be held accountable for hiring, coaching, and managing their team (individually and as a group) to be strong and dynamic. Instead, they rely on outdated management of the processes and execution of the goal. When they claim they “don’t have the right people,” it is a way to distract others from their inability or unwillingness to lead effectively.

How to Transform Your Team and Achieve Intended Results

A leader’s beliefs matter. Your beliefs can become an excuse that prevents you from developing teams, addressing blind spots, and doing the real work required to build a strong and dynamic team. To improve everyone’s skills, you must be willing to look in the mirror, acknowledge what’s not working, and take deliberate steps to strengthen your leadership effectiveness through coaching, feedback, and consistent practice.

Hire for job fit. This is the ignored key to ensure you have the right people on the team, with the skills, attitude, behavior, and interests to achieve the intended results. Don’t forget onboarding is critical to each person’s success … it gives them the direction and support to integrate well and become productive more quickly.

Remove your ego. A healthy ego is key. An unhealthy ego will sabotage your results. If you’re egotistical and unable to be a true leader for your team, step aside. OR hire an experienced executive coach to guide you along the way. This requires developing emotional intelligence and awareness of what may trigger your upsets, frustrations, and other poor communication habits.

Manage for results, not personalities. This can be a hard one: Focus on the action plan while staying focused on the goal. This can be difficult when people don’t get along, create miscommunication, and are not team players. Use a qualified job fit assessment that reveals objective data, not how the person wants to be seen, which will camouflage job fit and hurt results. This clarity will improve results, while strengthening your team.

Define role expectations. Address clearly defined roles, who makes which decisions, and expectations. Many teams fail not because of talent, but because people don’t know what “success” looks like in their role or how their work connects to the bigger picture. It’s up to you to communicate and guide the way.

Create or follow accountability systems. Instead of “winging it,” create or use structures that keep teams aligned: metrics, check-ins, dashboards, or performance conversations. Leaders often “get out of the way” by stepping back so far that the team lacks direction, guardrails, and timely feedback, leaving people to guess at priorities, make assumptions, and commit avoidable mistakes.

Communicate with intention. When you are being indecisive, people will take advantage of you. Instead, be clear about the goal, budget, and any other defined structures or limitations. Admit when you are uncertain about what to do next. Ask the team for their input by asking open-ended questions. Encourage brainstorming, and avoid the trap of seeking consensus. Remember, innovation and communication improve when people feel safe speaking up. The solutions will reveal themselves.

Apologies are required. When mistakes occur, and they will, own them. Apologize. Move forward. All is not lost if you are looking for the lesson(s) learned from the mistake or failure. Many times, it leads to the next successful innovation!

Use Please and Thank You! People want to feel valued. If you are not appreciating your team and the individuals that support the process and achievement of the intended results, you are not building a strong and dynamic team … just one that’s waiting to move on … and away from you.

Celebrate and Brag! Every milestone is important, since each one leverages your next one. Speak positively about your team members, and ensure there is a celebration beyond a weekly pizza.

Let’s Honor Our Commitments and Create Our Legacies

June 4, 2026 by Jeannette Seibly

Too many times, we allow our commitments to get pushed aside. However, at age 55+, time is running out! It’s now or never to create and fulfill our legacies.

Let’s make the commitment to get off the proverbial fence and take those small steps required to move forward and achieve amazing results. The natural inner power and satisfaction that occurs is priceless.

Steps to Forward and Honor Your Legacy

Create a goal and intention. Get real about your true goal and keep it to 10 words or less. The intention is critical because it is your “why.” WRITE them down! Studies have shown that writing engages the brain differently and opens up your creativity and awareness.
Put together a game plan. If the goal is to move to a new apartment or buy a home, write it down on paper! Include the three must‑haves (e.g., A/C, hardwood floors, and new roof), along with the step‑by‑step process.

Example … Many years ago, I sold a home where I had focused my attention and money on the structural concerns (e.g., plumbing, new roof and gutters, tree removal, etc.). I did not have money for “interior design.” When a young couple saw my home and compared it with a home that had all the visual bells and whistles, they bought the other home. Then, they had a flooded basement and wanted to know if they could switch it for my home. Be clear what you want and need upfront and don’t get caught up in the “shiny red object.”

Include budgets or projected “real” costs. These are critical and often overlooked due to the enthusiasm of something new (e.g., What is the projected cost for utilities? If buying, have an independent inspection done … what are the costs to resolve issues found?) Write them down!
Create momentum and results. Take small steps forward so you don’t become overwhelmed emotionally, physically, or mentally. It may require getting the paper and boxes for packing (staying with the “buy or rent” example in #2). A day or two later, sorting what to take with you, what to give away, what to sell, and what to throw away/shred. Be rigorous so unwanted items don’t move with you.
Plan to hit the wall … yes, this IS inevitable. This usually happens when you rely on only one source during the process. Set aside your emotional attachment and select three alternatives. Again, using the original example in #2 … one mortgage company may say you don’t make enough money, while another may say you need extra $$ for mortgage insurance, while the third will charge you a higher interest rate. Do the math, then, pick one after reading the fine-print. Remember, not now is also a valid choice, and making “no decision” is also a choice or decision. (True life example: One family overpaid for a condo, because they had the money to do so. They were excited about their new home. As required, they signed an agreement to not smoke or vape on the property, but ignored it. The fines were steep!)
Celebrate your victories … small and large. Get your brag on!

There are times when your commitments aren’t strong enough to move you forward and you stay stuck. What is one thing you can do to get back in action? How can I support you and clarify your goal and needed actions? Contact me.

Turning Resistance into Resilience Achieves Results

May 21, 2026 by Jeannette Seibly

Most 55+ leaders have been fighting resistance for many years due (e.g., teams, peers, bosses, customers … the list goes on and on).

Some leaders take it personally, while others resort to intimidation or outtalking others. But intimidation and outtalking others do not turn resistance into getting the job done well.

People resist when they feel uncertain, uncomfortable, or imposed on.

When these types of situations occur, use them as signs you may need to strengthen your persuasive communication, trust building, and adaptability to new ideas. It’s time to become resilient and turn others’ resistance into “I can do it.”

Moving Past Others’ Resistance

Build Trust. It starts with hiring right! If you don’t hire for job fit – team members who aren’t interested in the task will delay getting the work done. Be resilient as a leader by assigning the work to the people who enjoy it, or at least will get it done right. While employees (and others) need to feel seen, heard, and valued (these build trust), they also need to be equipped with the resources to get the job done … and that’s your job (another trust builder).

Share Intended Results. Dictating, micromanaging, or using microaggressions only intimidate people. It does not reduce their resistance … they just learn to hide from you. Instead, ask open-ended questions and listen. “I have an assignment that needs to be done by tomorrow. Do you have time to get it done?” Then, use a Rule of 3 to ensure they truly have the interest and willingness to do so. Sharing results and the positive difference they can make is important for employees to feel valued.

Adapt Your Persuasive Style. Adapting your ability to persuade others is important since many people are a “no” or “I guess I can.” This leaves you wondering if the job will be done well, if at all. Your job as a resilient leader is to provide reinforcement or support in getting an assignment done. If support is needed, offer by providing focused training and development. Trusted employees can surprise you by doing a better job than you!

Accept a “No” and Identify the Source of the Pushback. If a team member says they don’t have time to do it, learn why. Or, move on to the next person. Many times, the project may initially seem overwhelming and no one wants to look incompetent. This will occur if you have not taken the time to outline specifically what you need to have done and the desired results. If you are seen as someone who jumps from fire to fire, or idea to idea, slow down. The tortoise won the race, not the hare.

Give Them a Voice. Provide the goal and how you see it happening. Be open to their input and ideas and incorporate these whenever possible for a win-win-win outcome. Agree on a deadline. (Example, allow time to review a power point and make adjustments). Remember, when you’re giving ownership to a task or project, it reduces resistance along with providing positive reinforcement. Again, don’t micromanage.

The next time you are faced with team member resistance, channel it or embrace it with your leadership resilience.

Being resilient in the face of team member’s resistance is part of being a leader. Learn how to transform your team members from a “no” to a “yes.” Contact me for a confidential conversation.

What Are 5 Confidence Builders Needed to Produce Amazing Results?

May 14, 2026 by Jeannette Seibly

Confidence is required to build your career, professional reputation, and results. The challenge? Allowing saboteurs (e.g., factions and people with ulterior motives) to deplete your confidence. Then, you do your best to shrink who you are and deny your own inner power when attempting to handle sticky situations and complex working relationships. With poor results.

Here are 5 practices to develop and build your inner power and confidence!

Believe in Yourself. It’s challenging when you face a setback, error, or rejection. Remember, everyone makes mistakes and experiences failures. Take a moment to breathe. Embrace what you learned from the recent experience. Now, engage with your executive coach and regain your focus and confidence! Self-belief is your key to confidence and empowerment, and is an ongoing skill that you will need to develop as you move forward.

Be Present. Don’t let your mental thoughts, feelings of fear, or multitasking distract you from the present moment. These can hinder your results and relationships! When engaging in conversations, attending meetings, or participating in events, give your undivided attention to the speaker. You’ll be pleasantly surprised by the new insights you glean from listening, even when you think you already know the information – there is always more to learn!

Be a Results Producer. Going through the motions without a conscious intention or outcome to improve the quality of the situation or relationship isn’t taking focused action.

To achieve intended win-win-win results, you need to:

Get honest about the actions you are taking and why
Prepare for and have the tough and needed conversations required to move forward
Focus on quality and workability of performance challenges, not personality differences

Be Coachable. Ask for help! Recognize that you don’t have all the answers, and often, when you approach people, projects, and situations with “fear” written on your face, they hide from you. By choosing the right coach, you can witness your confidence bloom with newfound clarity and composure. This openness to coaching is a powerful tool for your personal and professional growth.

Get Your Brag On! Pay attention to your daily activities and wins by keeping a written log of your achievements … no matter how small. When it’s time for a job promotion, job interview, board meeting, sales presentation, or pitch for your book or product, you’re ready! Your brags make a big difference in building your confidence. They also build your reputation, credibility, and ability to influence others!

Building self-confidence is a daily practice that requires you to recognize when saboteurs appear. Contact me for a confidential conversation to ensure you’re moving forward rather than staying stuck.

Using Hiring Assessments to Revive Your Bottom Line

May 11, 2026 by Jeannette Seibly

“I started using the right hiring tools and have improved my bottom line.” President, Engineering Company

Companies everywhere must focus on strategies to improve team performance and revive their bottom line. Today, more than ever, there are many qualified job candidates seeking employment. But one bad hire can hurt a company’s retention, revenues, and results.

It starts with hiring and selecting the right employees for the right job … aka job fit, the first time. The challenge is too many companies spend more time evaluating equipment and systems than focusing on using the right tools and hiring practices to find and attract the right people who will use these systems.

“It is not experience that counts, or college degrees or other accepted factors – success hinges on fit with the job.” (Source: Harvard Business Review, Vol. 58, No. 5)

Today, more than ever, collecting objective data by using the right assessments for hiring and selecting the right employees will determine your company’s success and revenues.

Cost of Poor Hiring Practices

As a leader, you know your turnover rate. In fact, you may be proud that it is below industry standards. Yet, the truth is, you do not know how the actual costs of your current hiring practices impact your bottom line. (Think of the client you just lost and the intangible costs!)

Now is a great opportunity to calculate the cost of a bad hire, and how much it costs you to promote the wrong person, or lose a talented team member. When you do this, you will realize you’re losing money each and every quarter, even though your bottom line may be acceptable … not great … just OK!

Not All Assessments Are Created Equal

Not all assessments are designed for hiring and selection purposes. For example, AI‑powered personality quizzes are not validated for pre‑employment or promotion use. Using assessments that have not been statistically validated for pre-employment and selection purposes can get you in legal trouble, and have you rely on subjective, not objective data. Also, the wrong assessment will cause you to hire the wrong person for the right job OR hire the right person for the wrong job.

Why? People are like icebergs: they only let you see what they want you to see and what you don’t see under the surface is often far more significant and costly.

Using the wrong assessment or no assessment at all, allows candidates to tell you what you want to hear not what you need to hear. (Note: most hiring managers miss lies, misinterpret facts, and fail to listen to what a job candidate is actually saying. Deep diving using the Rule of 3 can discern the truth and overcome these issues, if you are listening.)

For example, candidates will…

Talk about the skills and talents they don’t use appropriately. (Or, haven’t used ever.)
Share achievements they didn’t accomplish. (Team work v. individual contributions.)
Win the job offer and not be the same person that shows up to work. (Or, ghosts you!)

These avoidable hiring mistakes will hinder your ability to revive your bottom line, and improve your retention and results.

Use the Right Assessment to Ensure Job Fit

You would not use a screwdriver to put a nail in the wall. The right tool is a hammer. Using the right assessment tools are no different.

There are over 3,000 assessments in the market today. Most do not meet the Department of Labor’s 13 Guidelines for Using Pre-Employment and Selection Assessments (See: Testing and Assessment: An Employer’s Guide to Good Practices, Department of Labor).

How do you choose the right assessment to determine job fit and core values?

There are two options:

Read the DOL’s 13 Guidelines (citation noted two paragraphs above) and review the technical manual for each assessment. A qualified assessment will have a technical manual showing statistically that it meets the validity and reliability guidelines and all other requirements for pre-employment and selection purposes. The key is to ask for the technical manual and refuse to use an assessment for pre-employment and selection purposes without one.
Talk with an assessment expert to guide you through the process.

When you take the time to select the right assessments and use them as directed, they work and will positively revive your bottom line.

*Source: “Hire Amazing Employees: How to Increase Retention, Revenues, and Results!”

Jeannette Seibly is a Talent Advisor, Leadership Results Coach, and Business Author with over 33 years of experience guiding people to empower themselves, transforming workplaces into places that work, and shaping leaders who truly lead.

Do you have questions about how to use qualified assessments to get the best results? Contact me to understand the power of objective data.

A Rewarding Life Requires Showing Up for Yourself

April 30, 2026 by Jeannette Seibly

We all believe a rewarding life requires success … something external to ourselves … the accolades, material possessions (e.g., designer clothes, fancy vehicle), promotions, eating at the best restaurants … to name a few.

These are the moments when we override our own well‑being to meet external expectations.

But what if showing up for yourself truly means honoring your needs, aligning with your values, supporting your health, not skipping healthful eating habits, and being present and responsible when making your daily choices?

For many leaders, showing up for yourself is the hardest part, and often creates feelings of guilt, resistance, or fear when they start choosing themselves. Because in our society, when people do things for themselves, they are often considered selfish.

Consider, it’s the small, daily, consistent choices that build self-trust and self-resilience for building a rewarding life … because how you show up for yourself becomes part of the legacy you leave.

10 Habits That Matter

What are my needs? Identify and prioritize them by reflecting on what your body says is important. Pause long enough to ask and listen to, “What do I need right now?” Listen to your intuition. Then, gently investigate what feels “off” or unmet in your life — physically, emotionally, or mentally. Then, make it a habit to schedule time to meet those needs, whether it’s rest, exercise, or a hobby.
Set Boundaries and Say No, or Say Yes. If you are constantly saying “no,” … then, take a breath before saying “yes.” And vice-versa. Remember, doing things you don’t want to do or that don’t match your values will drain your energy. Failing to say yes to doing what you really want to do and allowing your fears and self-doubts to get in the way will drain your energy.
Keep It Simple and Smart. Participate in life willingly. Journal daily, walk several times weekly, and drink plenty of water. Get together frequently with friends, neighbors, and family members who you enjoy. These simple activities create good health and well-being.
Be Flexible. As you move through life changes, your point of view, things you enjoy, even foods you used to like or hate will change. Embrace these changes. Explore what else you may have ignored because of old outdated beliefs.
Invest in Personal Growth. This is often overlooked by the excuse, “I cannot afford it. My employer won’t pay for it.” However, reading, learning new skills, being curious, and becoming resourceful will build confidence and open new opportunities. (And, most of these are free.) Use AI as a tool to inquire into what else may be intriguing. Now schedule the class, read the book, and enjoy doing the work. Action builds momentum by taking small steps forward.
Practice Self-Compassion. We are almost always harder on ourselves than on others. Learn the art of grace and forgiveness. Carrying around guilt or regrets do not support you or your future. Talk with a therapist to address internal roadblocks. Also, hire the right coach to move you forward to achieve a long-awaited goal.
Surround Yourself with Support. Choose people and environments that uplift you and support your goals in life. Select people to support your health and welling being, work with a mentor (in addition to your coach) to stay up-to-date with work changes. Join a work, community, or volunteer team that elevates your creativity. These choices and actions will naturally remove the naysayers, skeptics, and others that impede you moving forward.
Protect Your Self-Care. Rest instead of pushing. Eat nourishing foods that you enjoy. Remember, your energy is important. And so is your environment since it feeds your energy. Schedule small increments of time daily to declutter your space. Don’t forget to shred, clean, and give away old files, clothes, paper, furniture, and other material items you don’t use. Your energy will thank you for the space, which is now unencumbered and allows you to create what’s next.
Indulge in Joy. Allow yourself a favorite snack, a movie, book, or a hobby and participate without guilt.
Brag. Use a tracker on your smart phone or watch when exercising or walking. Write down daily accomplishments in your “brag” journal. Share with friends, and even your boss. This builds self‑trust, self-confidence, and the momentum required to move forward!

These 10 habits will have you celebrating yourself. And celebrating yourself is the key to showing up more and more in your own life. Once you engage in these habits, what great rewards are now showing up for you?

Showing up for yourself requires YOU. Schedule your Legacy Coaching Session today and take the first step toward moving forward in a career, pursuing a goal, or simply enjoying your life more. Contact me for a confidential conversation.

Want to Be a Great Leader? Create Your Successor Now

April 7, 2026 by Jeannette Seibly

Being a great leader requires preparing your success for a smooth transition, now! Not later.

However, many leaders fear stepping aside.

They wait too long.
They allow egos to get in the way.
They wait until it’s too late due to mental health issues, physical disability, or death.

In fact, many times they leave the job or company, or bide their time hoping no one will notice there is no successor in place.

The other excuse many current leaders face when selecting a successor, is that many potential future leaders are uncertain if they wish to become future leaders. Often, this is due to lack of preparation: training, development, coaching, and being given opportunities now to learn from mistakes and failures, and successes too.

To effectively prepare your successor requires objective insights, accountability for real behavior changes, and a confidential space to work through real issues.

What Can You Do to Prepare Your Potential Successors?

Create Your Own Future. Too often, if you are hanging on too long, you don’t have a “What’s Next?” planned for yourself. But the truth is, you won’t be in your current position forever. So instead of continuing to talk about your future, make excuses, create issues, and ignore the focused action required to move on, hire an executive coach and make a legacy plan. Now, implement the plan.

Assess Who’s Next. When you have a key employee designated to step up, they may not have the skills and talents to do so at this time. Or, they are a great #2 person but do not have the ability or desire to become the #1 leader to move a business or team forward. While they may say they are interested, now’s the time to discover the truth.

Create an individualized succession plan and use an objective job fit and leadership assessment. This is critical in determining job fit in the new role. Use the assessment to guide your conversations and listen for consistency in their responses. Review their results to see where the gaps are, then provide the tools, resources, and coaching required to win. Objective, external insight is essential for successful successor plans, since internal relationships and politics often prevent honest conversations about readiness.

Hire an Executive Coach Now. Hire an executive coach to guide the future successor(s). Using an executive coach from outside the company ensures any growth and development issues that might occur and limit the future leader remain confidential. An external coach also provides the accountability required to ensure new behaviors stick, something internal leaders often struggle to enforce without damaging relationships that are often overlooked by the boss, HR, and other insiders.

We all have our challenges. These should not restrict any future leader’s ability to move forward if the person has done the work, is ready, and there are no ethical or other integrity issues in the way. If there are issues, address them now, or move on to another person.

Remember, future leaders need a confidential space to work through fears, mistakes, and real challenges — something they cannot safely do with their mentor, boss, peers, or HR.

Select an Internal Mentor Now. The mentor’s role is to guide the future leader through industry, company, and professional changes, and provide executive sponsorship. Many mentors don’t make great coaches due to time limitations, and lack of effective coaching experience. The other consideration is confidentiality. Having a mentor as a coach can limit job transition or promotion opportunities if the future leader is going through a challenging work situation or difficult period in life. Again, if the person does the work, is ready, and has no ethical or other integrity issues, continue to move forward!

Invest in Training and Development. Have your potential successor attend leadership workshops to develop their interpersonal, emotional intelligence, managerial, and leadership effectiveness. Ensure, along with their coach and mentor, these new skills and awareness are being used appropriately and effectively. As mentioned at the beginning of this article, learning to be a leader is a process, not an event. It takes time, and requires holding them accountable and practicing the right skills.

Provide the Opportunities. Now is an excellent time to get them involved in company teams, critical client challenges, trade and professional associations, and other leadership opportunities. Hold them accountable for results, communication efforts, decisions, and the ability to work well with anyone, anywhere and at any time. While you know you can do it faster (and possibly better), you may have forgotten it’s because of your long-time experience. Allow your successor to develop their own experiences (and stories) while you can provide the benefits of your knowledge and guidance.

What Do You Do When the Person Changes Their Mind? This important question is often ignored. Have a conversation to learn why – it may take more than one. The purpose is to determine where you have made the process too difficult, or the person just isn’t the right one. But do not spend time attempting to talk the person into changing their mind — this rarely works out well for anyone. Move on to another person since you should always have more than one key employee who could become a successor.

Your legacy depends on more than training your successor. It requires preparing them with the insight, accountability, and support they need for success. If you’re ready to build the kind of future required for both yourself and your successor(s), contact me and we’ll talk through your next steps.