Do you Pounce?

You will know you are a pouncer if your employees run for cover every time they see you coming!

When you manage by manipulation, blame or other negative behaviors, employees fail to trust you. Pouncing on mistakes rarely builds teamwork, positive morale or job satisfaction. It’s a sign that you need to improve your leadership and management skills. It also signals a low EQ when you come across as a critical parent.

Sadly, many bosses believe this “gotcha” mindset builds loyalty. That couldn’t be further from the truth. It only alleviates your own boredom with the ongoing challenges you experience when working with people and/or systems. Your emotional frustrations should be shared one-on-one with a coach or therapist. Failure to do so can lead to an executive meltdown and limit your career options.

We all make mistakes. If you and your employees are not periodically making mistakes, no one is growing with the business. But if the same mistakes are being made over and over, it’s time to review systems and create a plan for improvement. Often training is missing, or the person is in the wrong job. No amount of pouncing or complaining will fix these problems without positive tactical and/or strategic intervention.

Don’t expect your employees to take the blame when you make an error. It’s up to you to apologize quickly and work with your employee(s) to clean up issues. Learn to laugh at yourself. Have compassion for others. Take responsibility early and be accountable to get a problem resolved. How you handle setbacks is an example that your employees will mimic or use against you. Remember, every problem contains an inherent solution. Your job is to be open to finding it along with your employees.

Walk it out. Write it out. Talk it out.  It can be lonely as the boss. If you are someone who lets your frustration get the best of you, regardless of the reason, take time for yourself. Get enough exercise. Keep a very private journal (not at work). Hire a coach for confidential conversations that will reduce your stress level and generate solutions. (  Simply talking out issues can help you resolve them quicker and improve your management style. Don’t forget to include practice sessions of talking with your coach or boss before you have those uncomfortable conversations.

Jeannette Seibly has been an international business and executive coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

©Jeannette Seibly, 2010-2014

What do you trust: data or instincts?

Successful leaders have to grapple with this dilemma often. They believe their intuition is telling them what the true answer is. Or, they want to trust the numbers. However, intuition can be wrong and 100 percent reliance on data can send you down the wrong path too. Developing a strong business balance between statistics and your sixth sense takes experience, time, and practice. As business owners and executives know, making the wrong decisions can cost the company more than money. It can also cost their reputation, clients, and top talent.

What do you do when you don’t trust the data? Trust the process. For example: When you hire a person based upon your gut reaction, even when the facts disagree, you didn’t trust your selection system. The truth is, failure to pay attention to good objective information will negatively impact your decisions.

Better questions to ask yourself:

  • Do you know how to correctly use qualified hiring tools?
  • How well do you follow a strategic selection process? (
  • Do you have an unconscious habit of hiring and firing until you find the right person? (Hint: Honestly look at your turnover numbers.)

Asking these types of questions can help you determine the underlying (aka real) reason you may not trust the data.

Which one do you trust when your data or intuition is contrary to others’ opinions? Trust yourself and be open to being right and wrong. For example, many times when a company is experiencing difficulty achieving results, it’s because a controlling leader or dominating team member made erroneous judgments based heavily on facts or feelings. Learn to ask good business questions and listen to people’s responses. Being open to changing your mind doesn’t mean you have to. However, being adamant that you are right is usually a sign of impending disaster.

Strong leaders trust themselves and know how to develop win-win outcomes by working with and through others. They are prepared for the downside of any decision. They use their results as dashboards to develop trust in themselves and others when making balanced factual and intuitive decisions.

Jeannette Seibly has been an international business and executive coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

©Jeannette L. Seibly, 2013-2014

Perfectionism impedes intended results

We are all perfectionists at some level! We love to make things harder than they really are. Many of us are waiting for the perfect time in our lives when the economy is good, we’re working for the right company and boss, and life circumstances are ideal before moving forward to achieve our dreams and goals.

The truth is most humans are risk-adverse and fearful of stepping outside of their comfort zones, particularly if they have experienced recent failures. We spend lots of time, money and countless efforts in an attempt to avoid any further mistakes.

Failure is inevitable. It’s how we handle it that makes all the difference in achieving our intended results. Yet, hoping for perfect external circumstances won’t happen without being in action, and doing the inner work required to prevent repeating our mistakes. Relying on our intuition or feelings is only as good as our ability to learn from these life experiences and disappointments.

Instead of waiting for the perfect time, get into action to fulfill the goals and dreams desired now. Otherwise, don’t be surprised when others take those ideas and are successful!

©Jeannette Seibly, 2014

Jeannette Seibly has been an international business and executive coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

What does it take to become a courageous leader?


    1. Break outside the constraints of how it’s been traditionally done – required to achieve amazing results.
    2. Build on everyone’s ideas — listen and listen some more.
    3. Provide unbeatable service to internal and external customers — each time.
    4. Express your thoughts and feelings responsibly — apologies work wonders.
    5. Manage your ethics and integrity – the impact can last forever.
    6. Oversee your projects for the human experiencenot just the product creation and execution.
    7. Enjoy gratitude for everything and everyone – regardless of the circumstances.
    8. Being respected usually outlasts likeability — people’s feelings can be fickle.

Jeannette Seibly has been an international business coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

Self-Reliant Superstars – Slow Down!

True future executives and budding entrepreneurs have a strong self-reliance and resourcefulness that many of their peers do not possess. Many times they will surpass their bosses in taking initiatives and achieving results!  They crave freedom to make their own mistakes, yet, ironically, are afraid of failure. In their quest to be able to say, “I did it myself,” they will ignore overt instructions from their bosses.

If you believe you are one of these future business leaders, slow down.

Before you rush forward, learn the skills that you will need for your next position! While you may focus on developing your technology, sales and financial savvy, the two places where most fast-rising-stars sabotage themselves is in people and project management.

Here are questions to get you started. Use them as a starting point for your executive development. Answer them yourself, and, then, ask (and listen) to your boss’s and coach’s input. A qualified 360-degree feedback assessment could also be very helpful.

How do you:

  • Motivate yourself when you become bored?
  • Listen and hear what your employees, customers and bosses are saying?
  • Correct mistakes?
  • Engage others when they are not on the same page?
  • Keep the team spirit alive when plans are not being followed?
  • Accept criticism?
  • Share the recognition and rewards?

Being a successful self-reliant superstar means others are willingly following you! Take the time now to learn how to work well with anyone, anywhere. For faster results, hire an external coach.

Jeannette Seibly has been an international business coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

Want to advance quickly?

Learning how to work with bad bosses is a must. Recently I was talking with a fast-track employee. She loved her job, but, was bored. What was missing? She was shocked to learn she needed to take the initiative. Instead, she blamed her last two managers and referred to them as “bad bosses.” She felt this perception justified her lack of advancement.  And added, “Everyone else thinks they are bad too.” One of my clients had very similar circumstances; however, he ended up with a very different result. He hired me as his coach! His first assignment was to get on the same page with this “bad boss” by having a conversation face-to-face! He made the comment, “If I had known I needed to do this, I never would have hired you!” My response? “ Good thing. Because now you can have the upward mobility you’ve been craving!” He did the work. Received the praise and was slated for a huge promotion by the CEO! The truth is you will always work with and for others that you don’t like, and won’t do it your way. Labelling them “bad bosses” only hinders your advancement for the next job, promotion or pay increase. Jeannette Seibly has been an international business and executive coach for over 20 years. She has guided the creation of three millionaires. Are you the next one?

Effective leaders influence performance

So, you want to be a leader, a future executive. (If you’re already a leader, this is a must-read to help develop your organization.)

First, here’s a little history to give you a perspective on the performance challenges many multi-generational organizations face today.

  • Millennials … require a different way of being managed and are even shaping management practices today. They prefer to be consulted, given opportunities to do their work their way and be praised for any progress they make. Learn how to influence rather than command their performance. But, be aware, they tend to have a low tolerance for the inevitable failures we all face. And, if they are unhappy, they seek jobs elsewhere.
  • Baby boomers … were brought up under the command or be fired regiment. They learned from mistakes; but, may have lost promotions because of them. Many bosses during this era earned their positions due to longevity with the company and their ability to do what they were told to do. Being happy at work wasn’t expected and job hopping wasn’t an option.

Second, regardless of the era, effective leaders influence performance by walking their talk, honoring integrity and achieving goals by working with and through others. Their expertise expresses itself quietly due to hands-on experiences, learning from their mistakes, and developing resiliency. They focus on creating a win-win workplace that respects everyone’s efforts, and do not expect preferential treatment for themselves.

Third, if you want to be a leader, take responsibility for causing your future.

  • Work-ability. Growing up, many Gen Y’ers were told they could do and be anything they wanted in business. In an ideal world, that would be true. However, we live in a world where people must do things they are not interested in doing. Be an advocate to change traditions that no longer work. For example, most companies still require their leaders to manage others (although, careers can be unnecessarily ruined when they fail). One solution is to suggest creating multiple career ladders that can leverage individual talents.
  • Communication skills beyond 140 characters. While Baby Boomers learned how to work with bosses that were erratic or unprofessional, their younger peers are not so tolerant. Stop expecting others to make communication changes required to suit you. Instead, develop the ability to effectively talk with anyone, anywhere (not just IM, text or email). It’s a must-have skill due to a diverse global market. Break through your #1 fear when having conversations!
  • Fun work. While work can be enjoyable, there will always be parts of the job you hate. Do them anyway and learn how to systemize or make them easier. This is a hidden opportunity to show others your initiative.
  • Embrace change. It can be the game changer you’ve been striving for. Be ready to pounce in a business savvy manner when it happens.
  • Coachability. Most leaders today have a business advisor or executive coach, depending upon their entrepreneurial focus or management goals. Find an internal mentor to navigate the politics. Hire an external coach to provide a customized approach for your professional style and goals.


©Jeannette L. Seibly, 2014

Are you listening to the criticism?

It always feels good to get compliments, have others think highly of your interactions with clients, or be lauded for the goals you’ve accomplished. In fact, most of us expect to hear that everything is great and wonderful—even when it’s not.  Unfortunately, unadulterated praise rarely provides you with the inside information you need to advance in your career. Every success has its learning opportunities, such as overcoming poor communication habits, correcting ineffective project management skills, adjusting biased attitudes towards others, and becoming more resourceful.

Climbing the corporate ladder requires being open to hearing what you don’t want to hear from co-workers, bosses, and clients. It’s important to learn from your mistakes and learn how to manage perceptions by seeing yourself from others’ point of view. Instead of thinking people are being super critical or are unaware of what you had to do to achieve results.  Failure to welcome the truth can stymie your upward mobility.

The truth is you can’t change what you don’t acknowledge! 

Successful leaders listen instead of defending themselves. They seek out constructive criticism and learn from others’ perspectives about what is working and what needs to be improved. In addition, they rely on the expertise of an executive coach, a trusted advisor who can help them develop their natural strengths and overcome their inherent weaknesses.

When we listen to criticism, we can hear the gold. When we respond appropriately, we improve our leadership.

(c)Jeannette L. Seibly, 2014

Want to achieve your 2014 goals? It requires commitment.

Setting goals for the new year can be exciting—it’s a time for creating new opportunities. For many, it’s also the time to put aside failed results from last year’s goals. But in about thirty days, our 2014 goals will lack their initial luster too, and we will struggle to stay in focused action.  Why is it so hard to stay on track? Various internal and external business factors may be the culprit. But it’s more likely that we have simply failed to develop the muscles and mindsets to manage the design, planning, implementation, and fine-tuning required of any project.

Follow-through isn’t just a problem for individuals. Organizations struggle with it too. Although many companies create annual goals, few effectively manage the process required to achieve them. It’s a challenge that many business professionals face every year with their employers, or as business owners themselves.

Here are some suggestions that can help you stay focused and continue to chip away at your goals until they’re met:

Be Realistic. Hire a business advisor who can help you blast through your reticence when you get stuck or want to make things too hard. An advisor can also help you create realistic goals and focused action plans, offer tactics and strategies for reaching them, and help you see your progress.  An advisor will encourage you to talk with your co-workers, clients, and boss to share your goals and plans. Be open to others’ insights and recommendations.  They will help you streamline your efforts and avoid lots of effort with little payoff.

Divide Work into Small Chunks. Set up quarterly goals. The immediacy of short-term goals can make all the difference in getting and staying in focused action.  Many people plan for the entire year, but a year can be a long time, and a lot can happen in 12 months to take us off track. Shorter-term goals will also help alleviate detractors, commonly known as the “shiny objects syndrome.”

Celebrate Progress. Too often we focus on what isn’t working and fail to see what we have achieved. Take time daily to recognize your accomplishments and use those successes as motivation to achieve your larger goal.  Appreciate when you have taken responsibility for honoring your commitments to yourself and your company, no matter how small of a step it appears to be to you. It’s one step closer.   Get your copy of 5 Simply Steps to Improve Your Results:

(c)Jeannette L. Seibly, 2014

When company changes so do you

The right attitude and action is required during company mergers and sales.

Changes in company business structures can quickly eliminate the need for your job, or you! They may reduce your job responsibilities so that you are no longer part of the core team—most employers don’t need two people doing the same job. If your position is eliminated, the key is to be available and open to sharing your knowledge and experience. Be helpful and provide the training required to the person who will take over your responsibilities. Why? Your positive attitude can change the company’s plans to eliminate you! It may alternatively motivate your boss to provide a glowing reference to your next employer or a valued introduction to your next boss. Have your brag statements ready to share in any interview, formal or otherwise, to let others know how you can be an invaluable resource. (

(c)Jeannette L. Seibly, 2013