Daily Archives: April 25, 2023

4 posts



I am always interested in learning what makes leaders and companies successful. The recent stories of embarrassment with MillerKnoll CEO Andi Owen and James Clarke CEO Clearlink (I will discuss further down the article) had me ask this question again. What qualities go into elite leadership and is it transferable across industries and business sizes? How does one measure leadership?

As one who had an opportunity to lead in multiple industries, I have actual experiences to compare and contrast what we read and see in “real life.” It allows me to see/read about CEOs and their companies and compare them to what I experienced.

One thing I am 100% sure of is that there are specific traits and/or qualities that can serve as a foundation for anyone in any industry and at any level of leadership that are crucial to maximize the business and personal results.

Personal humility and professional will (courtesy of Jim Collins) - The ability to have the resolve to achieve the organizational goals set while also being able to put the needs of the organization and its people ahead of personal ambitions. It comes down to whether you can stay disciplined in the long term while making the tough choices along the way. Will you listen to feedback that allows you to stay humble?

How A Personal Experience Shaped My Future Leadership


Executive/leader sets clear expectations with his employee

In my experience, this is a difficult balancing of will and humility and I was confronted by an employee during one of my roles as president of a division of a large global company. We had an open door policy and the individual couldn’t get her issue resolved with various leaders in the company and she asked if she could speak with me. The HR team was very involved and wanted me to be prepared because no one knew what she was going to share or talk about. As I sat there waiting for the meeting to begin, I was anxious and nervous trying to reflect on something that could come up that would be embarrassing or uncomfortable for the organization that we had not dealt with.

When she arrived, she sat down and said, “Before we start, I wanted to share with you that I don’t always agree with your decisions."

I thought, Oh boy, here we go.

But then she got very reflective and said, “The entire organization knows that only one person can make the decisions and because you do three things, we respect you and trust the decisions. One, you explain to us the need for a decision or change in a way we can appreciate and understand and you allow us to ask questions. Two, you share that several people inside the organization and others outside were 'consulted' about the options and risks/rewards. This," she said, "shows you care about our perspectives and we know that we were empowered to have a voice. Three, you explain the ultimate decision, how you landed on it, and relate it to life choices or decisions so we can relate to the situation in a real way. It allows us to process it and understand the necessity of it and implications if we don’t change."

Those “lessons” have carried with me for over 14 years since this happened, and I have tried to follow that model when big difficult decisions have to be made that disrupt the norm of the business.

What Has Changed In Leadership Focus Coming Through The Pandemic


Female executive/leader communicates with her team during a crisis

Fast forward to today, let’s face it: I didn’t have to have my decisions exposed and debated by millions of others who go on Twitter and other platforms. In the past 3+ years, we have had an extraordinary opportunity to watch, in real time, all sizes of companies and business leaders have to perform in the spotlight. Not only is social media quick to praise or admonish them, but employees are also speaking out and we can see the results in the amount of people changing companies and jobs.

So I ask myself as I study leadership, has it changed what it takes to be a great leader or has it adjusted the percentage of which leadership muscles a leader needs? More importantly, do we have people in these leadership roles that are skilled enough to manage through it? Leadership has been and always will be about how you are able to gain followership because people want to because you have created meaning beyond their job versus having to because they need a job.

I don’t see the leadership transformation necessary to excite employees, engage them in the future you want to see, and above all develop the transparency and trust required. Just recently Andi Owen, CEO of furniture maker MillerKnoll, told employees, “You can visit Pity City, but you cannot live there.” Tone deaf! I understand she is frustrated yet there is no sense of understanding of where her team is. Or how about James Clarke, CEO of Clearlink, a digital/marketing company? He praises an employee for selling her dog to come back to the office and suggested it was unfair for parents to take care of children while on the clock. Wow!

No doubt, It is hard when you are having to communicate over a Zoom call and you cannot read people easily and I respect that. It is just so important to pause before going on a call like that and remind yourself of the outcome you want and know that it could go viral no matter which way you go. CEOs want to inspire, motivate, and improve productivity while employees are clamoring for flexibility, higher pay given inflation, and more feedback not less. Both can be true if you have that as your intention. Sorry, being a CEO is hard.

Employees have made their voices clear and going forward I would argue that beyond knowing how to deliver strategic vision, financial acumen, and commitment to innovation, a business owner/leader has to pay close attention to talent optimization and development along with how authentic, flexible, transparent, and empathic they are. Building a diverse, inclusive culture that allows you to leverage your skills and the collective one of your organization. It means the financial P&L has to balance against the P&L (people and listening) that employees are focused on.

How To Learn About What The Best Are Doing & How You Can Apply It


Leader talks to coworkers

A few recommendations for those of you who are navigating this and unsure where to begin:

1. Find admired companies/leaders who are good at it - Tim Cook (Apple), Safra Katz (Oracle), Rosalind Brewer (Walgreens), Vicki Hollub (Occidental Petroleum) Lisa Su (ADM chipmaker), Satya Nadella (Microsoft), Becky Hammon (coach WNBA/former NBA assistant), and Brian Cornell (Target) are examples to look at. As far as companies, these are all good examples and I would also offer Nike, Korn Ferry, Patagonia, REI, and those that are classified as B-Corps. Just read up on what they are doing and how they are navigating all these challenges. They are not doing it all perfectly but these folks are determined to challenge themselves and their organizations to continue to lead.

2. Books/Newspapers/Podcasts/Webinars - Seek to listen to or read about inspiring leaders and business owners to help you not feel alone in your struggles while also getting real ideas on how to think about handling situations better. Personally, I have tried to focus on brands that I can connect with across platforms and are consistent with their reporting. For me, on business, I love listening to/reading anything WSJ, NPR, Korn Ferry, Vistage Worldwide, and CNBC. When it comes to people I follow, I love podcasts that have a lot of wide-ranging, high-performing people that allow me to do research and follow their work. Some examples of that are The Learning Leader Show With Ryan Hawk, Gary Vee, The Ed Mylett Show, On Purpose with Jay Shetty, and, when she was doing podcasts, Brené Brown. Their books, webinars, and podcasts are all ways I learn more about how to lead in the times we are in both personally and professionally.

As a former CEO and president of four different companies and industries, I am intellectually curious to hear what others have been experiencing and see as the key to great leadership. If you have some thoughts, please share them here, or to my email, [email protected]. As a chair and facilitator, I would love to talk to NH/ME business owners that are interested in discussing how to be a great leader in these times. Our belief is leaders learn best when in a group of non-competing other owners while in a safe confidential environment. If that is of interest, let me know. REALITY ALWAYS WINS. ALWAYS.

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“Where do you see yourself in five years?” is a surprisingly common interview question that not many people are ready for. It’s not a question you can answer without some preparation and an understanding of what interviewers are looking for. This guide will make it easy to give a fantastic response to this question and […]

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Common Grammar Rules For Resumes



The simple purpose of the resume is to get you noticed and have employers contact you for an interview. To achieve this, resumes will typically break some common grammar rules.

For example, all sentences are written like headlines without pronouns. Employers won't be asking whose resume it is when your name is already on it, front and center. It is, therefore, unnecessary to include pronouns like “I" or “my" anywhere on your resume.

Resumes need to read like quick, bite-sized bits of information. Adding pronouns can make the information difficult to digest because there is unnecessary clutter around the facts the hiring manager wants to know. For instance, a resume including pronouns would read something like this:

I launched the product to a new international market. My efforts resulted in the company's sales revenue doubling within 2 years.

A more effective approach would read:

Launched product to new international market, doubling company's sales revenue within 2 years.

See how the latter version says the same thing but gets to the point quicker? Also, notice how we did not spell out "two" because numbers draw the eye to your sentence.

Here are some common grammar rules around resume writing:

6 Common Grammar Rules To Follow In Your Resume


1. Forget about "I."

There is no need to use "I" anywhere in your resume. For bullet points, just start with an action verb like "Delivered," "Achieved," "Produced," etc. Follow these action verbs with quantifiable accomplishments and you'll stand out to recruiters and hiring managers.

2. Keep your sentences in the first person.

Hiring managers will cringe if they see that your resume is written in the third person. It's even worse if you switch up points of view halfway through your resume. "Excel in developing comprehensive financial models," is correct (first person) whereas "Excels in developing comprehensive financial models," is not correct (third person). For all non-current positions, you can use the past tense so you won't have to worry about using the wrong point of view.

3. Keep sentences short.

Fragments are encouraged. Long, descriptive sentences and bulky paragraphs are not going to impress recruiters and hiring managers. Why make it harder for them to figure out what kind of value you provide?

4. Use bullet points for achievements so they are noticed.

Break down information into easily digestible bits. Big blocks of text will likely get skimmed or overlooked entirely. Short bullet points where you quantify your work experience (using numbers) will definitely get you noticed by all the right people.

5. Take out fluff.

All you need is simple language. Do not use flowery phrases that would not come up in normal conversation. Any kind of resume fluff will hurt your chances of getting a call from an employer. Hiring managers will see right through it. When it comes to your resume, less is more.

6. Show the most important achievement first, starting with the quantifiable accomplishment.

For example, "Reduced costs 40% by bringing services in house." It's all about grabbing and keeping attention. If you can grab and keep a hiring manager's attention while they're reviewing your resume, you've already gotten much farther in the hiring process than most of the other job candidates.

Remember that employers generally scan your resume for eight seconds to do the preliminary screening that puts you in the yes, no, or maybe pile, so follow the rules above for the best results!

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This article was originally published at an earlier date.


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Common Grammar Rules For Resumes



As a leader, you face unique challenges in the workplace. A common scenario you might have to navigate as an executive or manager is sharing difficult news with employees. How can you effectively communicate the difficult news while staying positive and helping your employees look to the future?

We recently asked our leading executives for their tips on how to share difficult news with employees.

Here are their responses...

Ana Smith, Talent Architect & Global Learning Strategist


Sharing difficult news with employees is never easy, but it's important to do it in a way that is honest, compassionate, and transparent. Here are some ideas on how to do it:

  1. Prepare yourself. Please be prepared! Before you share the news, take some time to think about what you're going to say and how you're going to say it. Be clear and concise and avoid using jargon or technical language that your employees might not understand.
  2. Be honest, be clear. Don't sugarcoat the news or try to make it seem like something it's not. Be honest about the situation and what it means for your employees. It is key to create a "frequently asked questions" list to ensure that there is consistency and clarity.
  3. Be compassionate and empathetic. Remember that your employees are people with families and bills to pay. Be sensitive to their feelings and offer your support during this difficult time. Try and put yourself in their shoes and the complexity of the situation they're going through.
  4. Be transparent. Share as much information as you can about the situation, even if it's not all good news. The more information your employees have, the better they'll be able to cope with the situation. When you can't answer a question because its confidential nature requires it, call it like it is: "This is confidential and, therefore, I'm not able to disclose at this time."
  5. Be open to questions. After you've shared the news, be prepared to answer your employees' questions. Be honest and direct, and don't try to avoid their questions.
  6. Be available for support. After you've shared the news, let your employees know that you're available to support them. This could mean offering them time off, providing them with resources, or simply being there to listen.
  7. Take care of yourself. It is also important to take care of yourself in order to be in the best shape to take care of others.

Sharing difficult news with employees is never easy, but it's important to do it in a way that is honest, compassionate, and transparent. By following these tips, you can help your employees cope with the news and move forward in a positive way.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

Michael Willis, Sports Business Operations Executive


Serious leader shares difficult news with employees at work

As a leader, I would plan a course of action fitting the news’s nature. Knowing that I need to have a difficult conversation with my team, I would collect as much information as possible to be a resource.

1. Arrange an urgent meeting.

As the news is known to management, getting out a statement or starting an immediate conversation is a way to deal with the situation head-on.

2. The meeting will be face to face.

To convey difficult news, the team needs to see my face and feel my empathy visually. The team might also need the support of each other.

3. Tell the truth.

Be as transparent as possible. In delivering bad news, give as much information as you can.

Please keep in mind that sometimes bad news comes from the top. And, at certain times, management will withhold information to a need-to-know basis.

4. Allow time for reactions.

Once the news has been delivered, take any questions that might be raised. This is my time to show empathy and understanding to the team. Offer any professional services that might be available.

5. A look to the future.

Briefly discuss a new path forward considering the impact of the bad news. This is a time to heal and move toward the future.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lisa Perry, Global Marketing Executive


Leader shares difficult news with employees during a work meeting

Sharing difficult news with employees can be challenging, but it's important to do so thoughtfully and sensitively to ensure that employees feel supported during this time. When it’s time to deliver the difficult news to employees, follow these steps to ensure you're prepared and confident:

  1. Prepare for the conversation: Before communicating the news, take some time to prepare yourself. This might involve practicing what you want to say, thinking through potential questions or concerns employees might have, and ensuring you have all the necessary information.
  2. Choose the right time and place: Make sure you choose an appropriate time and place to share the news. Ideally, you'll want to choose a quiet and private location where employees can feel comfortable expressing their feelings and asking questions.
  3. Be transparent and honest: It's important to be transparent and honest when sharing difficult news with employees. Explain the situation as clearly and objectively as possible, and avoid withholding any important details that might affect their understanding of the situation.
  4. Show empathy: Show empathy and compassion towards employees who are affected by the news. Acknowledge their feelings and concerns, and let them know that you are there to support them.
  5. Provide resources: Provide employees with the resources and support they may need during this time. This could include access to counseling services or other support resources.
  6. Follow up: Following up with employees after sharing difficult news is important. It shows that you care and are committed to supporting them through this challenging time.

Overall, sharing difficult news with employees requires sensitivity and empathy. By taking the time to prepare yourself, choosing the right time and place, being transparent and honest, showing empathy, providing resources, and following up, you can help employees feel supported and cared for during this time.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

How do you share difficult news with employees? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Share Difficult News …