Three Styles that Will Ensure You’re Doomed as an Executive!

Growing a business requires developing your people! Without them, you are doomed to fail as an executive! To be successful and effective, you must be able to elicit the best in others and focus on what’s important.

Three styles that will doom your effectiveness:

  1. Failure to motivate. While you cannot motivate others that are unwilling to move forward in their careers, you still have the responsibility to offer them opportunities. Laser-like coaching can make a positive impact. Remember, you’re responsible for each team member’s success. When you believe in each person — even when they don’t believe in him- or herself — unprecedented results can occur.
  2. Assess blame. While you are busy finding fault with others, they are busy doing the same! Taking responsibility trumps blame every time! Hold yourself and others accountable for results, as a team. Remember, straight talk, not what you believe others want to hear, is the key to moving forward together.
  3. Micromanage the team. When you become a cog in the wheel of progress, mischief happens. The wheel breaks down. Focus on the results and trust your people to get their jobs done well. Spot check by asking the right questions to ensure systems are being followed and updated when necessary. While it’s important to keep your eyes on the goal, having a well-trained team that takes focus action is also critical for success.

By developing your ability to effectively manage and motivate others, you and your employees will flourish and thrive.

©Jeannette L. Seibly, 2015

Need to transform your management practices? Contact me before it’s too late!

Jeannette Seibly is an internationally recognized business advisor. For the past 23 years, she has helped thousands of people work smarter, enjoy financial freedom, and realize their dreams now.  She has an uncanny ability to help her clients identify roadblocks, and help them focus to quickly produce unprecedented results.  Each client brings their own unique challenges, and her gift is helping each one create their success in their own unique way. Along the way, with her commitment, she helped create three millionaires.

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Avoid getting fired.

Almost 40 percent of executives today find themselves fired from or sidelined in their new jobs within six to eighteen months! Why? They have failed to acclimate to the company, build relationships, and have unknowingly stomped on sacred cows.

What needs to happen?

  • First, get to know your new coworkers and build relationships. If your boss mandates certain changes, make them happen in a manner that doesn’t get you fired. For example, if the boss requires certain people be removed from the organization, request this be completed prior to your first day on the job.
  • Second, be truly clear of expectations. Both C-suite executives and the applicants they interview lie during the interview process! It happens for many reasons; some stretch the truth knowingly and others falsely believe their own rhetoric. Learn how to probe into what is said—don’t be afraid to play the devil’s advocate to assess the truth. Then, talk with your networks, both internal and external, and use a litmus test to determine the veracity, cost and likelihood of succeeding.
  • Third, if you have made a mistake, hire a coach and be coachable! Urgency is the key. Many times executives become lone rangers who are demanding and control others because of their fear of failure and loss of faith in their own abilities. With the right coach, these perceptions can be turned around. If you are coachable, i.e., willing to change your old ways of doing things, you can succeed at interacting with others and working with your boss. You won’t keep your job on your own! (Read more on this topic is my eGuide “Companies and Executives Need to Vet and Onboard Each Other!”

(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

Have you had a bad review?

A bad review doesn’t mean your job or career is over. However, it’s a warning something needs to change and change quickly. Your opinions or feelings about the review won’t save your job or change your boss’s decision! Chances are good that you’ll take whatever issue you’re confronting (bad boss, poor company practices, poor performance or attitude, etc.) to your next job due to your attitude about authority, how companies should structure their businesses, or not having found your career niche.

Before actively renewing your resume or increasing your interview readiness, take time to review what you have achieved. ( Share your successes with your boss, and put them in writing so he or she can attach them to your performance review. Also, be sure you have your past and current metrics available and include them with your review if they have been favorable. Next, work with your boss to put together two or three “must-dos” to help you improve your performance. Hire an executive or business coach to help you navigate the list and ensure that you are making the right decisions along the way. ( Finally, schedule weekly meetings with your boss to assess progress, tweak the process, and address any new issues that arise.

(c)Jeannette L. Seibly, 2013

Successful Leadership Is Evolutionary

Every generation of leaders likes to believe they invented the newest and most effective way to manage people, build profitable companies, and “build a better mousetrap.”  The reality? We didn’t do it ourselves. The achievements of our businesses, inventions, and other ideas were an outcome of working effectively with and through others to achieve the intended results, and at the same time acknowledging our predecessors.

True leaders are humble and take great care of their teams. They set aside their egos, hubris, and other personality impediments to pave forward the pathway and open new doors to achieve their intended results. If they’ve made a lot of money, it is shared appropriately. If they created a lot of press, they generously include others’ contributions in their brag statements. (

Why are these insights important?

1.       When you understand that your success stands on the shoulders of your mentors, business advisors, bosses, and team members, you become humble knowing you didn’t go it alone. It makes it easier for others to want to work with you and share their knowledge and experiences, since it’s not all about you and your credentials or paycheck.

2.       It’s never solely your ideas or creativity that make the system or product work. Sharing the credit works wonders for current and future undertakings. Asking the right questions, listening and building upon ideas, and making available (or creating) the required resources are key traits of leaders. They ensure others stick with you during the design, launch, and refinement processes of your projects.

3.       Documentation of your process, including charts and graphs, helps others visually understand the progress. They can then see potential glitches and possible solutions, and not rely on any overly optimistic feelings of triumph you might have. Documentation also provides a foundation for you, and them, to build on for the next venture.

Remember, leadership and business, as most things in life, are evolutionary—they build on previous successes and learn from past failures to create the next victory.

©Jeannette L. Seibly, 2013

Are you ready for an executive coach?

  • Is it a challenge to get projects accomplished with and through others?
  • Do you vow to find a job that doesn’t require working with anyone?
  • Do you and your boss butt heads with the end result based on who has the strongest willpower?

If you answered yes to any of the above questions, you need an executive coach immediately. There is still time to achieve your 2013 goals, if you are willing to do so. Urgency is the key! Bad habits can be easily redirected if caught early enough. A qualified coach can help you do what you don’t want to do so you can achieve positive results. Don’t wait! Your job may depend upon it!

A good executive coach:

  • Provides on-the-spot insight and options
  • Helps you overcome your blind spots
  • Provides constructive feedback and appropriate praise
  • Asks the right questions to help you develop the right course of action
  • Provides options for how-to work with and through others

 Contact Jeannette today @

(c)Jeannette L. Seibly, 2013

Culture is the fall guy

Why do so many executives fail in new jobs? While many blame company culture, I would suggest that culture is the scapegoat. Poor cultural fit simply amplifies or points out what the C-suite or board members on the hiring committee failed to uncover during the vetting or onboarding process!

Instead of blaming culture, management teams should take the time to think through and write out a strategic hiring process that works, and design it to ensure that each party explores and investigates the other. They should use qualified systems and tools, trust the process, and follow it. Remember, more conversations will be required when hiring an executive to ensure consistency of philosophy and provide deeper exploration of issues and potential solutions. If you follow a well-designed system and use it in the spirit in which it was intended, you will know that you’ve done your best to ensure a positive partnership—even though there are never any guarantees. Excerpt from Companies and Executives Need to Vet and Onboard Each Other!   

(c)Jeannette L. Seibly, 2013

Is your ethical compass spinning?

When ethical issues get overlooked during the design and implementation of a project, everyone blames somebody else. It’s very easy to succumb to the strongest advocate’s point of view that ethical issues won’t matter. But the problems created by lies or by dismissing the truth won’t resolve themselves. As the leader, you need to guide your team on how to proceed. Make it easy for your employees and peers to bring these types of concerns to your attention—discovering ethical issues down the road usually makes them more costly, if not impossible, to fix. Don’t shoot the messenger! Don’t blame the informer for someone else’s theft or violation of company policy. Is your ethical compass still spinning? Now is the time to call a highly experienced business advisor, someone who can confidentially bring clarity on how to resolve ethical issues. Remember, ethical doesn’t always mean easy!

(c)Jeannette L. Seibly, 2013

Rewire Your Leadership

  • Are there rumblings about you that are becoming harder to ignore?
  • Is your boss or board upset over something you’ve done and you’re unclear why?
  • Did you fail to meet budget or ROI requirements when executing a project?
  • Are disgruntled employees or peers pointing fingers at you?

Business is rapidly changing. We need to change too! It’s time to rewire our leadership! As many successful executives will tell you, hiring the right business advisor/executive coach and being coachable are two primary ingredients for success. It’s lonely at the top! The feedback you’re looking for within your organization can be hard to come by or fraught with ambiguities.

Too often we are unaware that our job is about to be sidelined or could soon end. Even when there are clear signs that we’ve made mistakes or ignored less-clear indicators, we fail to act in a proactive and positive way. Unfortunately, some C-suite bosses will delay in making the inevitable decision to terminate, and leave us with a false sense of hope that all is well.


A high-level manager with 20 years of experience worked at a subsidiary of a Fortune 500 company. She asked her boss’s boss the wrong question at the wrong time. He took it personally and began a covert crusade to get her fired. She sensed something was wrong and contacted me. We resolved the problem within 30 days! Soon thereafter she applied for and accepted a new position with a salary increase, a job that wouldn’t have been offered to her without the work we did. We kept talking to ensure she didn’t inadvertently step on any new land mines or shoot at any sacred cows in her new job. Several years later she retired, received an early retirement package, and is now happily traveling around the United States and Europe.


Regardless of your years of experience, job knowledge, and allies, you can still say or do something that sidelines your career. Although you may lack clarity as to what happened or rely on others’ friendly sentiments that it will all work out, there are always signals to pay attention to and handle immediately with outside guidance. (Insiders may be less willing to get involved for fear of reprisals.)


A man who had many years of executive experience finally got an opportunity he really wanted. He started the job with bravado and relied on promises of advancement. Although it was a poor strategy for a leader, his primary goal was to be liked. He failed to discern what needed to be done to move the company forward—even though he was apprised of the required results. Soon he was dragging through his days. Employees stopped talking to him. His boss sidelined him by ignoring him or going on a rampage over his mediocre results. He refused outside coaching and clung to the false belief that he “knew what needed to be done.” After several less-than-subtle conversations with his boss to try and rectify the situation, he was fired. Unfortunately, his anger will keep him unemployed for a long time.


Instead of listening and learning, we rationalize or justify our beliefs about “how things should be.” We fail to do what is necessary or fail to understand why it’s in our best interests to clean up problems in our working relationships. Then, we are mystified when people stop talking to us or stop providing us with critical information. Subtly we withdraw from the team and become overly critical of the company’s direction or activities. None of these unconscious strategies work well for anyone’s career.


Jeannette’s work with executive and leadership teams is targeted and focused in a way that will align the people side of your business with its goals and growth objectives.” —Nikki Ellison, Co-Founder, ELEVATE


Rewire your leadership provides clarity, knowledge, and best practices to rectify the situation through executive coaching customized for your challenges. The mark of a great leader is learning how and when to effectively clean up mistakes and focus on ignored issues while developing positive relationships. Many executives have poor project management skills. Learning how and when to get help can be a challenge. Outside objectivity is the key to your success.

Your first step is to call SeibCo—we have been providing qualified business advisory services for over 21 years to over 75 executives; along the way, three became millionaires.

We can help you make the difference to keep your job title, paycheck, renew your commit to doing the right things in your job, achieve the required results, improve your declining reputation and likeability, and stay employed.

The key is to do it now before it is too late.

Only you can do the work. Do it the right way for the right results. Don’t go it alone.

Contact me today!

Contact Jeannette Seibly today:

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(c)Jeannette L. Seibly, 2013  All Rights Reserved