Is Impatience Hurting Your Results?










Remember the fable, the tortoise and the hare? The hare, due to his impatience and cockiness, failed to do what needed to be done to win the race. The tortoise won — slow and steady made it happen.

You, like many business executives, want to move forward faster to capture new business and other opportunities. Often overlooked are the required systems, people and practices that allow you to grow and be competitive. When you become impatient, you have a tendency to make poor decisions. Poor planning, if any, and overlooked details will negatively impact your bottom line, business relationships and reputation. Other issues that arise: You burn out. Deadlines are missed. People do not fit their jobs. Customers or potential clients are dissed. The importance of following-up and following- through on promises are marginalized.

How do you build a faster moving company?

Build a strong foundation. It won’t happen overnight. While opportunities in this fast-paced global market can happen quickly, taking them on when you don’t have the capacity to do so can actually hurt you more than help your business grow.

Set aside your impatience.

Take time to develop good relationships with your employees, management team and Board. Steadiness allows your team to utilize their experiences and create win-win strategic and tactical outcomes – it provides the opportunity for everyone to get on the same page with you. Build on what you and your team do well. Utilize a business advisor and executive coach to keep you focused on the right things, and doing them the right way.

©Jeannette L. Seibly, 2013-2015

Jeannette Seibly is a business advisor for business owners and executives of $5MM to $30MM enterprises creating million dollar results, and along the way created 3 millionaires. Contact her at for a free consultation of how to achieve amazing results.

Fail Well for Success

You’ve often heard the phrase, “Failure is not an option.” The truth is failure does happen and it does happen often. Particularly to people that who take risks, people that focus on expanding their opportunities, implementing bigger ideas, and following their own paths, not paths designed by others.

We’ve all done our best to avoid failure or minimize it – yet, it shows up over and over. Our inability or unwillingness to address these life lessons makes it harder for us to succeed. Every achievement has a story of what didn’t work behind it – unfortunately, media doesn’t often share those struggles and what was learned during the process.

As business leaders, it’s important to learn how to handle mistakes and learn from them. Trying to cover them up, deny they happened, blame others, or allow our confidence to wane are not good choices. There’s no magical way to deal with or get past failure. Each person needs to work through their challenges one day at a time.

Why do failures hang around? There are failures that simply happen (e.g., the economy) and failures we could have prevented (e.g., implementing quality control procedures). We’ve created stories to minimize their impact or excuses to justify why they happened. Emotionally we hang onto the sadness, guilt and negativity, while failing to forgive ourselves and forgive others. Often, we continue to indulge in bad habits or stay in situations that are not healthy. The key is to recognize a potential problem and resolve it proactively.

How can we learn from failure faster? Hire a trusted advisor who can help you clarify what worked and what didn’t work. Take time to acknowledge that things didn’t work out as expected. Many times the actual outcome does not match up with our perceptions of “what should have happened.”

How do we fail well for success?

  • Write down your thoughts and feelings when the incident(s) happens. Don’t share your private journal with anyone. The act of writing can be cathartic when you simply express your thoughts on paper without concerns for grammar, punctuation, and word choices.
  • Walk it out. It’s hard to be depressed when you’re in action.
  • Talk it out with a few select confidants – don’t go it alone. Be clear these conversations are not designed as pity sessions. Their purpose is to help you develop compassion and wisdom from your lesson(s) learned.Remember, there will be more opportunities to fail and succeed – life gives you lemons or lemonade – it’s your choice to work through the challenges or succumb when mistakes happen! The key is to fail well so that you’re not repeating the same life lessons.


Jeannette Seibly has been a business advisor and facilitator for over 20 years; she guides the creation of new solutions for business challenges. Learn more about these and other successful leadership techniques by visiting her blogs posts on: and get your copy of, “5 Simple Steps to Improve Your Results (and Enjoy Being a Leader Again)”

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

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

Being righteous is a career saboteur.

Leaders may win the battle but lose the war with their need to be right. Relying on a management style of browbeating employees or being condescending to clients is a lonely fight. Disheartened employees will find a way to invalidate your directives, and your clients will find another resource.  As a leader, it’s your job to learn how to listen to others’ ideas, even if they don’t appear to have merit, and build upon them for solutions. Being righteous is a career saboteur! Creating win-win outcomes is one of your most important jobs.

Where have you won the battle but lost the war in your career?

(c)Jeannette L. Seibly, 2013