Mark taylor

12 posts



When you think of a healthy work environment, you might think of a work environment that is inclusive, promotes employee well-being and productivity, and fosters collaboration, creativity, and innovation. Unfortunately, in today's world, a healthy work environment is the exception, not the rule. How can leaders ensure they are creating and maintaining a healthy work environment for their employees?

We recently asked our leading executives for their best tips on how to create a healthy work environment.

Here are their responses...

Ana Smith, Talent Architect & Global Learning Strategist


When you learn that 80% of cultures are toxic, what would your organizational and team culture be?

A healthy workplace is one where employees feel safe, respected, and supported. It is a place where everyone can thrive and do their best work. There are many things that organizations can do to create a healthy workplace, including:

  • Establishing clear expectations and goals. Employees need to know what is expected of them and what they need to do to succeed. This will help them feel more confident and motivated in their work.
  • Providing regular feedback. Feedback is essential for helping employees grow and develop. It should be constructive and focused on helping employees improve their performance.
  • Creating a culture of respect. Employees should feel respected by their colleagues, managers, and customers. This means treating them with dignity and courtesy, even when there are disagreements.
  • Encouraging diversity and inclusion. A diverse and inclusive workplace is a more productive and creative workplace. It is important to create an environment where everyone feels welcome and valued, regardless of their background or beliefs.
  • Promoting a healthy work-life balance. Employees need to have a healthy balance between their work and personal lives. This means providing them with opportunities to take breaks, vacations, and sick leave.
  • Investing in employee health and wellness. Organizations can help their employees stay healthy and well by providing them with access to health insurance, fitness programs, and other resources.

By taking these steps, organizations can create a healthy workplace where employees are happy, productive, and engaged.

Here are some additional tips for creating a healthy workplace:

  • Encourage open communication. Employees should feel comfortable speaking up about their concerns and ideas. This can be done by creating a culture of trust and respect, and by providing employees with multiple channels for communication, such as email, in-person meetings, and anonymous feedback surveys.
  • Resolve conflict quickly and fairly. When conflict arises, it is important to address it promptly and fairly. This can help to prevent the conflict from escalating and causing harm to the workplace.
  • Provide opportunities for professional development. Employees should have opportunities to learn and grow in their careers. This can be done by providing them with access to training and development programs, and by encouraging them to take on new challenges.
  • Celebrate successes. It is important to recognize and celebrate employees' successes. This can help to boost morale and create a positive work environment.

By following these (and other possible) tips, organizations can create a healthy workplace that is beneficial for both employees and the organization as a whole.

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


Happy woman works in her home office

In creating a healthy work environment, I can’t ignore what the NFL represents and my passion for the shield. Working at the NFL, there are many stadium shots, action on the field photos, stand-out players, and paraphernalia that can quickly fill office space.

My plan for a healthy work begins with the following:

1. The Physical Space

I believe an attractive office design can make employees intrinsically happier. A theme-based workspace can improve employee well-being and promote healthy habits. You are investing in making your office a more enjoyable place to spend time.

Also, an investment in ergonomic chairs, stand-up desktops, and extra monitors can create a more relaxed and functional work environment. You are encouraging an office-friendly supply chain for replenishing office supplies and computer equipment and arranging the office space where departments sit closely when you can maximize collaboration and teamwork.

Lastly, creating an environment where sunlight flows into the office space to lift creativity and awareness—adding theme-based artwork to maximize productivity and boost morale.

2. The Wellness Space

Feedback and communication are the most valuable gifts you can give your employees. Providing a space where employees can voice ideas, opinions, and issues without judgment or criticism. An open engagement platform.

Showing appreciation and recognition for achievements, whether individual or the entire department, makes employees feel valued and appreciated.

An environment of psychological safety is one where employees are comfortable being themselves. Where they know they are free to exist without fearing embarrassment or retaliation.

Prioritize cultural alignment when hiring. As part of the interview process for potential incoming new hires, this might be an excellent opportunity to test the workplace’s cultural fit.

Lastly, empower your team with what they need to thrive. Be inclusive. Be appreciative. And communicate!

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.

Debra Shannon, IT Executive


Happy employees on a successful team have a healthy work environment

When building a positive workplace culture, make sure you invest in each employee’s personal development. Are there learning opportunities for them to keep current, get a promotion, or move into a managerial role? Or information to improve their analytical abilities or critical thinking? It’s crucial to give employees the tools and information they need to continue learning and growing.

Encourage employees to develop a growth mindset and to be all that they can be. There is a saying by Confucius: “I want you to be everything that’s you, deep at the center of your being.” Do you encourage employees to be the best version of themselves? Have you asked them what is important to them? If it’s important to them, then it should be important to you too. Besides professional-focused development, make sure to include “personal” learning opportunities such as enhancing their quality of life (e.g., health/fitness) or developing a reading habit.

Personal development is lifelong learning. And when personal development includes both professional and personal learnings, employees are more likely to be and stay excited about what’s next and potentially stay with the organization longer.

Debra Shannon is an IT executive who is also a CPA, CIA, and CISA. Her passion is turning chaos into calm. With her unique blend of experience in technology, project management, and auditing, she can break down complex business problems, identify practical solutions, and lead executive teams and business partners to embrace the value of technology changes.

Lisa Perry, Global Marketing Executive


Happy team members meet in a healthy work environment

Fifty-one percent of employees have experienced a toxic work environment, and one in five Americans have left a job in the past five years due to bad company culture. A healthy work environment is not only essential for the well-being and satisfaction of employees but also contributes to higher productivity, lower turnover rates, and overall business success. Here are some practical steps and strategies to create a positive and nurturing work environment that supports your employees' physical, mental, and emotional health.

  1. Cultivate a Positive Company Culture: Start by fostering a positive company culture that promotes open communication, collaboration, and mutual respect among employees. Encourage a supportive and inclusive environment where individuals feel valued, recognized, and empowered to contribute their best work. Establish clear values, promote work-life balance, and create professional growth and development opportunities.
  2. Prioritize Employee Well-Being: Invest in employee well-being initiatives prioritizing physical and mental health. Provide access to wellness programs, such as fitness activities, stress management workshops, and mental health resources. Encourage regular breaks and offer flexible work arrangements to support work-life integration.
  3. Promote Work-Life Balance: Create a work environment that values work-life balance and encourages employees to maintain a healthy equilibrium between their personal and professional lives. Set realistic work expectations, avoid excessive overtime, and encourage employees to take time off as needed. Encourage open communication about workload and provide resources for time management and stress reduction.
  4. Foster Effective Communication: Establish clear communication channels within the organization to ensure transparency, collaboration, and mutual understanding. Encourage open dialogue, active listening, and constructive feedback. Create opportunities for team-building activities, regular meetings, and cross-departmental collaborations to enhance communication and foster positive relationships among employees.
  5. Support Professional Growth & Development: Invest in the growth and development of your employees by providing opportunities for training, skill-building workshops, and career advancement. Encourage continuous learning and provide resources for professional development. Recognize and reward achievements to motivate employees and foster a sense of progress and fulfillment in their careers.
  6. Ensure a Safe & Supportive Physical Environment: Maintain a safe and comfortable physical workspace that promotes employee health. Ensure proper lighting, ventilation, and temperature control. Implement safety protocols and provide equipment and tools to prevent accidents or injuries. Consider creating designated spaces for relaxation, quiet work, and social interactions to cater to different employee needs.
  7. Lead by Example: As leaders, set the tone for a healthy work environment by demonstrating positive behaviors, effective communication, and a healthy work-life balance. Emphasize the importance of well-being, work-life integration, and professional growth through your actions. Encourage managers and supervisors to adopt supportive leadership styles prioritizing employee well-being and fostering a positive work environment.

Creating a healthy work environment is an ongoing commitment that requires attention, investment, and continuous improvement. By prioritizing employee well-being, promoting work-life balance, fostering effective communication, and supporting professional growth, you can cultivate a positive and thriving work environment that enhances employee satisfaction, productivity, and overall organizational success.

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.

Mark Taylor, Product & Operations Executive


Happy coworkers talk while meeting in a healthy work environment

I think what we are really trying to say here is:

“How do you create a work environment where tasks get done in a manner that moves the business forward (that’s what employees are ultimately there to do), whilst giving the worker opportunities to grow in a positive way?”

Those feel independent of each other “scientifically,” but highly correlated on a day-to-day basis; the linkage being one’s manager.

For example, I’m sure most of us have had the “opportunity” to work for a lousy boss at a great company and a great boss at a lousy company. The latter was probably the more “healthy” experience for both the individual and the business.

From experience, a solid way of linking a company’s and individual’s needs is to remind the employee: 1) how the company adds value to the greater good; and 2) how that directly aligns with the employee’s values and growth needs.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

What are your best tips for creating a healthy work environment? Join the conversation inside Work It Daily's Executive Program.

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In your career, you might climb the ladder and reach a point where it's time for you to present updates to C-suite members. This is a big opportunity—one you don't want to mess up. Presenting to the C-suite can be nerve-wracking, but, thankfully, there are many tips that can help you prepare for this opportunity.

We recently asked our leading executives how to present updates to C-suite members.

Here are their responses...

Melodie Turk, Learning Experience Executive


Presenting updates to the C-suite is a wonderful opportunity to showcase your project, demonstrate your own executive presence, and share valuable information. Here are three steps to presenting successfully (and a fourth if you've already done this):

  1. Know Your Audience. Whether it's one C-suite member or a group of them, make sure you understand their priorities. Also, try to find out their personal information-receiving style. Every piece of information you share will be assessed against their priorities and delivering it in a way they like to receive it will be an added bonus.
  2. Organize Your Information. Once you understand the audience a little better, organize your information—this might mean a formal PPT presentation or a detailed report, or something in between. As you put together your update, make clear correlations on how it may (or may not) impact their priorities and include any critical points they may need to make decisions in the future. You may also highlight a special achievement during the update but do relate it back to their priorities or help them understand the significance.
  3. Practice Your Delivery. You want to be able to deliver your update with confidence, which means you need to practice the delivery. You also need to practice giving answers to questions they may never ask. And you need to practice giving them a response when you don't have the answer or need more time to provide a more complete answer. In my experience, this is where I have seen the biggest failures—not being prepared.
  4. Delegate Your Delivery. I only recommend this fourth step if you have already given multiple updates to the C-suite. This could be a prime opportunity for you to delegate this delivery and give another person a development opportunity. If you do this, make sure to provide a personal introduction that shares just enough accolades of why you are allowing another to deliver your update.

My last tips:

  • Be succinct. This doesn’t mean brief (although it could be); it means making each piece of information valuable.
  • Be prepared and don’t make answers up on the fly. Practice what you know and be prepared to be upfront about what you don’t.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

Lynn Holland, VP Sales & Business Development


Woman presents updates to executives/C-suite members

Presenting can be stressful, especially when presenting to the C-suite, but with a little effort to cater to this audience, it will set you up for success.

What’s that look like?

Part 1 – Right Thinking

Whether you are interviewing with, pitching, or in this case, presenting updates to the C-suite, think intently about this vision, strategy-driven vs. tactical executive-level audience that you’re going to address. Start with these questions:

  • What are their roles and what is important to them about this subject matter?
  • What is the data they need and how will they look to act on this data

Next, if possible, reach out to your key executives beforehand to float the agenda to see if there is anything they’d like to add or if there are particular data points they’re looking for, and give an opportunity for them to uncover any new details or concerns to guide your preparations.

Part 2 – Right Message

Now outline the main points and key data, tying them to a framework that is easy to convey and memorable. Something like “The 3 KPIs that we exceeded this quarter” and relate your points to big picture items like:

  • Making money
  • Saving money
  • Mitigating risk
  • Beating competitors
  • Improving the customer or employee journey

Part 3 – Right Execution

In light of your executive-level audience, use these (5) tips to deliver a message that holds their attention and is actionable:

  • Spare the big intro with context
  • Give the major conclusions up front
  • Use 1/3 of your allotted time to present with the balance for questions
  • Always give a handout for key info
  • If you use slides, no more than 10 with a clean design, heavy on images vs. text, and use a 30pt font

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Ana Smith, Talent Architect & Global Learning Strategist


Executive takes notes during an employee presentation to the C-suite

Presenting updates to C-level executives can be a daunting task for many professionals, especially if they lack experience or confidence in their presentation skills. However, with careful planning, preparation, and execution, anyone can effectively communicate updates to C-level executives in a clear and concise manner. Here are some tips on how to present updates to C-level executives:

  1. Know your audience: It is important to research and understand the background, interests, and priorities of the C-level executives you will be presenting to. This information can help you tailor your message to their specific needs and interests. For example, if you are presenting to a CEO who is primarily interested in revenue growth, you may want to focus your presentation on the financial metrics that demonstrate progress in that area.
  2. Define your objectives: Before you start preparing your presentation, it is important to clearly define your objectives. This could be to provide updates on a project, share key performance metrics, or propose a new strategy. Whatever your objectives are, make sure they are clear, measurable, and aligned with the overall goals of the organization.
  3. Keep it simple: C-level executives are often busy and may have limited time to review your presentation, so it is important to keep your message simple and to the point. Avoid using technical jargon or complex language that could confuse or bore your audience. Instead, use clear and concise language that is easy to understand.
  4. Use visuals: Visual aids such as graphs, charts, and infographics can help convey complex information in a clear and concise way. Make sure your visuals are easy to read and understand and use them strategically to highlight key points and support your message. For example, if you are presenting financial data, you may want to use a graph to show trends over time.
  5. Practice your delivery: Practicing your delivery can help you build confidence and ensure that you are able to deliver your message effectively. Practice in front of a mirror, record yourself, or ask a colleague to provide feedback on your delivery. This can help you identify areas for improvement and refine your message.
  6. Anticipate questions: C-level executives may have questions or concerns about the information you are presenting, so it is important to anticipate these and be prepared to respond. Take the time to research and address potential objections or questions ahead of time. This can help you demonstrate your knowledge and expertise and build credibility with your audience.
  7. Follow up: After your presentation, follow up with the C-level executives to ensure that they have all the information they need and to answer any additional questions they may have. This can help build trust and credibility and demonstrate your commitment to delivering value to the organization.

Overall, presenting updates to C-level executives requires careful planning, preparation, and execution. By understanding your audience, defining your objectives, keeping your message simple, using visuals, practicing your delivery, anticipating questions, and following up, you can effectively communicate your message and achieve your objectives in a clear and impactful 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


Professional woman presents updates to executives/C-suite members

High-level executives—CEOs, CFOs, and CTOs—can be a difficult audience because of their limited time and high demand for their time. They are demanding and might interrupt the presentation whenever needed.

I might even go as far as to ask other colleagues who have already made a presentation to these C-suite executives. There could be some tangible takeaways from knowing what another group experienced.

You must prepare thoroughly with these three points to keep in mind:

1. Know Your Audience

You must prepare your presentation knowing how your audience will use the information you’re putting out. The information must be directly linked to their ability to do their job. These executives don’t deal with the nitty-gritty details. They deal with “big picture” issues.

2. Start at the End

Consider the main point you are here to prove with your presentation and state it first. A clearly stated objective works to retain the interest of the executives. This is the time for your hook.

Remember, these types of executives think strategically. They don’t think about day-to-day operations. Structure the presentation around the big picture.

3. Manage the Presentation

The presenter will be the central part of the executive’s attention. It’s okay to use visuals but don’t dwell on them.

Difficult questions are to be expected when presenting to a C-level audience. It isn’t unacceptable to admit that you don’t know the answer to a question. Don’t try to bluff a C-level crowd.

Don’t go into overtime. End the meeting on time!

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.

Kathryn Marshburn, Music Program Manager


Professional man presents updates to executives/C-suite members

​While many teams find communicating with executives to be intimidating, I have found that it's an opportunity to showcase projects, develop visibility within organizations, and provide a roadmap for driving revenue.

Three tips for preparing for C-suite meetings should include:

  1. Know your audience and invite strategically, where not only decision makers are present but lateral team leaders who report to decision makers are present. This allows for consensus building before the meeting, where you can network for feedback prior to the meeting to get a sense of potential buy-in and prepare for any potential objections ahead of time.
  2. Prepare PowerPoint slides for support, to provide context, and to move into data and analysis quickly. Most executives are busy and require little information to make a decision, so keep providing talking points and revenue reports for the best time effectiveness. Allow space for questions during the presentation. If at all possible, share projected revenue results and/or expense for topic being presented.
  3. Preparation, preparation, and more preparation. Be natural and observe others. It's always tempting to just read reports and use notes, yet I find I am most impressed when a speaker can tell the story without looking at notes or the presentation and interacts with attendees. To me, this skill comes from true well-thought-out prep and practice. No one is a good speaker right from the start, but working and reviewing the data in a calm setting and investing time to feel prepared is SUPER valuable and should not be underestimated.

Finally, remember to have a meeting buddy that ahead of time can listen to your presentation and ask questions that pertain to your deal points. If you follow these suggestions you are bound to have an amazing C-suite meeting!

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Mark Taylor, Product & Operations Executive


Employee presents updates to executives/C-suite members

A companion to last week’s discussion about effective presentations. Some complementary thoughts:

  • No surprises. Make sure negative news is pre-communicated.
  • The answer is yes. Now, what’s the question? But...
  • ...tell the truth. (Note the difference between “the truth” and “the truth, the whole truth, and nothing but the truth.”)
  • DYDWYSYWGTD? “Did you do what you said you were going to do?” If in the last meeting you said X, Y, and Z would be completed within the week, make sure that they were killed off 100%. (Tasks can be like cockroaches...)
  • Be concise. Use minimal decks. (There was feedback last week about how difficult it is to create a short deck. Understand that that’s what they pay you the big bucks for! Your grasp and oversight of what you own should be such that you can condense the complex into a simple short story.)
Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Lisa Perry, Global Marketing Executive


Woman presents updates to the C-suite/executives

​Presenting updates to C-suite is an extraordinary opportunity to showcase your skills, strategic thinking, and organizational contributions. Every time this opportunity arises, seize it enthusiastically and prepare to make a lasting impression. Here are 10 strategies and tips for presenting updates to C-suite members to propel your career to new heights:

1. Determine Your Purpose: Clarify your purpose, aligning your objectives with their strategic priorities. What do you want the C-suite members to do, think, or feel due to your presentation?

2. Understand Their Perspective: Executives focus on high-level strategic goals, financial performance, and organizational success. Tailor your presentation to their priorities, needs, and concerns. Frame your updates in a way that highlights the impact on the company’s bottom line, growth potential, or competitive advantage.

3. Craft A Compelling Narrative: Tell a story that engages the C-suite’s attention and resonates with their aspirations for the company. Connect your updates to the company’s mission, vision, and values. Weave a narrative that demonstrates the significance of your work and the positive impact it has on the organization’s trajectory.

4. Highlight Key Metrics & Results: Clearly articulate key metrics and outcomes in your update. Whether it’s financial performance, customer acquisition, or market share growth, provide tangible evidence of progress. Utilize charts, graphs, or visual aids to make the information more digestible and impactful.

5. Be Confident & Concise: Project an aura of self-assurance and professionalism. Deliver your updates with clarity and brevity, focusing on the most critical points. Avoid overwhelming them with excessive information or unnecessary details. Ensure your presentation is concise and visually appealing, allowing the C-suite to grasp key takeaways quickly.

6. Communicate Risks & Mitigation Strategies: Acknowledge potential risks or challenges related to your update and present well-thought-out mitigation strategies. Addressing potential roadblocks and demonstrating your ability to navigate them effectively shows your preparedness and commitment to success.

7. Provide Strategic Recommendations: Offer strategic recommendations aligned with the C-suite’s goals. Leverage your expertise to suggest innovative solutions, growth opportunities, or operational improvements. Presenting actionable recommendations demonstrates your proactive thinking and ability to contribute to the company’s success.

8. Anticipate Questions & Prepare Responses: The C-suite has probing questions or seeks additional clarification. Anticipate potential inquiries based on the information you present and prepare thoughtful responses in advance.

9. Engage In Active Dialogue: Presenting updates to the C-suite should be viewed as a two-way communication opportunity. Encourage engagement and invite questions, feedback, and discussion. Actively listen to their insights and perspectives.

10. Follow Up & Follow Through: Take the initiative to follow up with the C-suite members. Address any unanswered questions or concerns they may have raised. Provide additional information or data as necessary.

Presenting updates to C-suite members is an invaluable opportunity to demonstrate your skills, strategic thinking, and contributions to the organization. By embracing the opportunity and delivering a compelling presentation, you can establish yourself as a trusted advisor and elevate your career.

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.

What are your best tips for presenting updates to C-suite members? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Present Updates To …



As a professional, you'll likely need to give a presentation at some point in your career. Good presentation skills can help you succeed at work, no matter your position. Therefore, everyone should know how to create and deliver a persuasive presentation.

We recently asked our executives for their expert advice on creating and delivering a persuasive presentation.

Here are their responses...

Ana Smith, Talent Architect & Global Learning Strategist


Presentations can be very scary! Especially if they are being delivered to a new audience, have news that may not be as simple to digest, or if there is a lot at stake for the presenter, to name a few...

In my experience, these are some high-level key tips on how to create and deliver a persuasive presentation:

1. Know your audience.

The first step to creating a persuasive presentation is to know your audience. What are their interests? What are their needs? What are their objections to your message? Once you know your audience, you can tailor your presentation to address their concerns and to persuade them to your point of view.

2. Have a clear message.

What is the one thing you want your audience to remember after your presentation? Make sure your message is clear and concise. Don't try to cover too much ground in your presentation. Focus on one main point and make sure you support it with evidence.

3. Use strong evidence.

Your audience is more likely to be persuaded by your message if you can support it with strong evidence. This evidence can come in the form of statistics, expert testimony, or personal stories. The more evidence you can provide, the stronger your argument will be.

4. Be passionate about your topic.

Your audience is more likely to be persuaded by your message if you are passionate about it. If you don't believe in your message, it will be difficult to convince others to believe in it too. So, let your passion show!

5. Practice, practice, practice!

The more you practice your presentation, the more confident you will be when you deliver it. Practice in front of a mirror, with a friend, or with a group of people. The more you practice, the more natural your presentation will seem and the more persuasive you will be.

6. Be yourself.

Don't try to be someone you're not when you deliver your presentation. Be yourself and let your personality shine through. Your audience will be more likely to connect with you if you are authentic.

7. Connect with your audience.

Make eye contact with your audience, smile, and use gestures to engage them. Ask questions and get them involved in the conversation. The more engaged your audience is, the more likely they are to be persuaded by your message.

8. End with a call to action.

Tell your audience what you want them to do after your presentation. Do you want them to sign a petition, donate money, or simply think about your message? Whatever it is, make sure you tell them what you want them to do.

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."

Andrea Markowski, Marketing Executive


Marketing professional makes a presentation at work

Giving a persuasive presentation can be difficult. With the help of neuroscience, here are three tips to steer you in the right direction.

Neuroscience tells us that humans have an aversion to loss and a fear of the unknown. As long as we are reasonably happy and feel safe with our current choices, we probably won’t change.

For that reason, the first tip for an effective persuasive speech is to describe how the status quo is bad—or even dangerous. For example, maybe the current approach is too expensive, time-consuming, or unsustainable.

But you can’t just list these reasons in the speech and call it a day. That probably won’t work.

That brings us to the second tip: use storytelling to elicit an emotional response. Why? Because humans are not logical creatures. We’d like to think we are, but 90-95% of the time, we actually make decisions based on emotions that we then justify with facts.

So, start your presentation with an emotional story about how the status quo is unfavorable. But that’s not all!

The third tip: tell this story from the viewpoint of the audience. By seeing themselves in the story, it will catch and hold their attention while also being memorable. This is due to our selfish human brains—because, yes, we are wired to think mainly about ourselves in order to keep us alive.

There are additional neuroscience persuasion hacks, but emotional storytelling about how the current approach is unfavorable, told from the audience’s point of view, is an excellent starting point to sway opinions.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

Mark Taylor, Product & Operations Executive


Man gives a presentation at work during a meeting

Some thoughts:

  • Use a one or two-page deck with five to six bullet points per page and one maybe two short sentences per bullet. (It’s not a script…)
  • Look the audience in the eye and tell a story that you’ve trimmed of excess through sufficient practice to retain spontaneity.
  • You are much closer to the content than they are. Even if you’ve spoken to the audience before about this topic, assume they remember nothing. (“Skip Intro")
  • If you have 30 mins allocated, aim for 15-20 minutes of you talking. You want questions as you speak (it shows people are engaged).
  • If the headline of your presentation is expected, lead with that headline.
  • If the results of what you are presenting will be a surprise to the audience, concisely show the work and logic building up to the headline. Leave more time for questions!

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Carla Biasi, Personal Stylist


Professional gives a persuasive presentation at work

The first step is to know your audience when delivering a presentation. Consider the demographics of the group, along with their level of experience and knowledge of the topic. This will help you create a very interesting and targeted message.

Secondly, take note of where the presentation will be held, the time frame you are working around, and what extra materials you will need. Know the layout of the room and try to see it beforehand.

Lastly, HAVE FUN! There's nothing better than having a presenter that is thoroughly enjoying themselves and sharing their passion for what they are presenting. Don't worry about messing up. No one will know but you. Engage with the audience! Ask questions and encourage feedback. Let them have an interactive experience. Smile, smile, smile!

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

Michael Willis, Sports Business Operations Executive


Motivated employees give a persuasive presentation at work

As an executive, you always want your messages to be clear and well-detailed. This might be your only opportunity to pitch your ideas, so you want an accurate and attention-grabbing presentation. This calls for a plan!

On the Creation Side

You can’t persuade an audience that isn’t listening. Developing a “hook” to draw the audience in would be the best way to grab attention. You are creating a fundamental purpose or a “why” we are all in the room; this is essential. I like to confine the critical message topic to a single sentence.

From that “single sentence,” I like to build a point-by-point argument detailing my vision. This is where my words and body language will project credibility.

On the Visual Side

This is my favorite part of the presentation. My favorite visual tool is PowerPoint. With a PowerPoint presentation, I can use financial data to create infographics, pie charts, videos, and graphs. These types of visuals can tell a very compelling story. I can appeal to an audience’s emotions and sense of logic with visuals.

Lastly, I must make my closing as memorable as the beginning statement.

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


Woman gives a persuasive presentation at work

Creating and delivering a persuasive presentation requires careful planning and preparation. The following steps can help you create an effective and engaging presentation that can inspire your audience.

First, determine your purpose. This involves identifying what you want your audience to do, think, or feel as a result of your presentation. This will help you to focus your content and create a clear message that aligns with your goals.

Second, know your audience. Understanding your audience's needs, interests, and concerns is essential for creating a presentation that resonates with them. This will help you to tailor your message to their specific needs and preferences.

Third, craft a clear message. Your presentation should have a clear and concise message that is easy to understand and remember. Use storytelling techniques and real-life examples to bring your message to life and make it more relatable.

Fourth, use effective visuals and delivery techniques. Visual aids such as slides and videos can help you to illustrate your points and keep your audience engaged. Effective delivery techniques such as eye contact, body language, and vocal variety can help you to connect with your audience and convey your message more effectively.

By following these steps, you can create and deliver a persuasive presentation that engages your audience and inspires them to take action.

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 create and deliver a persuasive presentation? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Create & Deliver …



When it comes to professional development, there are many resources you can use to get to the next level in your career. Courses, online trainings, books, and podcasts are the most popular for their accessibility and effectiveness. Podcasts specifically are great resources for busy professionals looking to develop their careers because they are convenient and can be listened to on the go or while multitasking.

We recently asked our executives for their best podcast recommendations for professional development.

Here are their responses...

John Schembari, Senior Education Executive


​I am fortunate in that there are many quality niche podcasts in my field of teaching, leading, and learning. One of my favorites is Cult of Pedagogy because the topics are applicable across the scope of K16 education (i.e., strategies that can be quickly implemented the next day in most classrooms).

I think the bigger question, given how many quality podcasts there are across industries and because they tend to be ethereal, at least in my field, is "what TYPE of podcast do I prefer for professional development?"

I look for the following in a podcast for professional development:

  1. An easy takeaway - something that I can immediately use in my practice.
  2. Podcast guests/hosts with whom I can connect/are approachable.
  3. Podcasts that provide relevant resources for further information.
  4. Podcasts that mention other podcasts in the space - collaboration not competition.
  5. Podcasts that are focused on a specific theme per episode.
  6. Podcasts that are conversations, not monologues.
  7. Podcasts that might have me as a future guest.

​John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Percy Leon, Digital Media Content Executive


Young woman listens to podcast episodes while working

There are two podcasts that I listen to as a creator. The first is the Think Media Podcast, presented by company owners and digital marketing specialists Sean Cannell and Heather Torres. It is a fantastic resource for anybody looking to increase their online presence and business utilizing these strategies.

With an emphasis on YouTube marketing and other related topics including social networking, podcasting, and email marketing, this program gives insightful advice and suggestions for both beginning and seasoned artists.

For the most recent information about digital marketing, listeners may find it in the Think Media Podcast, which contains conversations with successful entrepreneurs and content creators.

The Creator Economics podcast is the second one that I regularly listen to. Reed Duchscher and Blake Robbins served as the hosts.

Reed is a businessman, the CEO of Night Media, a talent manager for well-known artists including Mr. Beast, Typical Ganer, and Preston, as well as a keynote speaker.

Blake is a VC at Ludlow Ventures. Blake Robbins is the person responsible for making 100 Thieves one of the biggest eSports brands ever created.

Creator Economics offers helpful advice and insights for creative professionals looking to build successful professions and enterprises.

Because of Reed's experience as an entrepreneur, talent manager, and keynote speaker, the podcast addresses a variety of topics, including branding, marketing, pricing strategies, and building a community of fans and supporters.

The program has discussions with successful creative entrepreneurs and personal development.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

Michael Willis, Sports Business Operations Executive


Man listens to professional development podcasts

Outside of the Executive Table Talk with Work It Daily, my favorite professional podcast is with Kelly Merbler. Her podcast is called Coffee with Kelly.

Coffee with Kelly meets every Friday from 8:00 a.m. to 9:00 a.m. Occasionally the meetings are on Fridays at 11:30 a.m. to accommodate some West Coast attendees.

Kelly Merbler started this podcast three years ago to respond to the nation closing due to COVID-19. The call began with five women looking to stay connected during this national shutdown.

The Friday calls have swelled to over 80 attendees. There are women and men from various walks of life. They are also reaching several countries.

Kelly also has a Slack channel to track podcast records, a job board, past and upcoming events, etc.

I can’t exactly remember how I met Kelly—both of our moms passed away from Alzheimer’s. At Christmas time, she goes to the nursing home where her mother stayed and visits with all the patients. These visits add smiles and laughter to many patients.

By trade, Kelly is a leader development consultant and a motivational speaker who can rally any crowd. The podcast topics range from guest motivational speakers who have started a business to job search ideas.

I love Kelly Merbler for her energy and love of people. Her heart is in a beautiful place. I am proud to be part of her tribe!

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.

Georgia Musgrave, Vice President Strategic Initiatives


Woman listens to a professional development podcast

Are you wondering where all the talent has gone?

Are employees leaving your company?

Do your job openings attract interested and experienced candidates?

Listeners interested in recruiting, talent development, retention, leadership, and organizational culture should tune into Revolutionizing Recruitment: The Art of Attracting, Acquiring and Retaining Talent.

Recruiting talent is more than simply finding great employees. Join Kathleen Duffy, a revolutionary recruiting visionary and founder of Duffy Group, Inc. as she talks to the best in the industry. Past guests have included Chief People Officer at Intel Christy Pambianchi, the Global Head of Talent Acquisition at Spotify Jon Singel, SHRM CEO Johnny Taylor Jr., and New York Times best-selling author Marcus Buckingham.

If you’re searching for a strategic and collaborative approach to uncovering hidden talent, Revolutionizing Recruitment is the podcast for you.

Georgia Musgrave is the VP of Strategic Initiatives at Duffy Group. She educates leaders on the value of "passive talent" as a means of attracting the best human capital to their company.

Mark Taylor, Product & Operations Executive


Man listens to a podcast while sitting in the park

Heroic with Brian Johnson.

That being said, the daily podcast, which consists of what Brian calls “+1s,” is the tip of the iceberg.

Many personal and professional development podcasts seem to consist of disparate “techniques” that are shared with listeners as ways of solving life or business challenges on a tactical basis.

Brian is, in the truest sense of the word, a philosopher (i.e., one who both studies “philosophy” but also implements it on a minute-to-minute basis). As such, rather than simply throwing ideas out as daily “+1s,” he’s combined these and the other information he has distilled from a gamut of ancient and modern-day ways of thinking into an integrated philosophy of his own (see his website heroic.us).

As someone who seeks out practicality, “adult” wisdom, and things that are “fit for purpose,” I find it to be an exceptionally useful source of—dare I say it—enlightenment.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

What do you think are the best podcasts for professional development? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: Best Podcasts For Professional Development

Executive Spotlight: The Best Time Management Hacks To Use On The Job



What would we do with more time in the day? Most of us probably think we'd be more productive. But if there's one thing we want more of but can't control, it's time. The secret to being more productive is not more time, but better time management. This is especially true at work.

The most successful professionals have exceptional time management skills. If you don't have strong time management skills, that's okay. Like any skill, time management skills can be developed.

We recently asked our leading executives about their best time management hacks.

Here are their responses...

Percy Leon, Digital Media Content Executive


You've probably heard of "time hacks" by now if you're a video creator, a YouTube manager, or just someone who needs to maximize their time while working.

Time-saving techniques are basically ways to be more productive at work and do more tasks faster.

You can utilize a few different tactics to make the most of your time. I do the following things, to name a few.

The first thing I do is make a schedule I can follow. I know I'll be able to focus and make the most of the time I have if I have a plan of action for each day and know what needs to be done and when.

Over the entire month, I aim to develop and batch my stuff, having enough for LinkedIn, TikTok, Instagram Reels, YouTube long form, and YouTube shorts.

I divide my tasks into manageable portions and complete each one one at a time. This is another crucial time-saving technique.

This enables me to concentrate on each activity and complete it more quickly. I discovered various apps, like Notion, to keep track of what needs to be done so that you don't forget anything.

Limiting distractions is a third time-saving trick. I mute my phone, turn off notifications, even if I find this to be a challenge, and concentrate on the task at hand. That way, I won't be seduced by diversions all the time and can accomplish more in less time.

I try to take breaks throughout the day. This helps my mind recharge and I’m able to continue with the task I set out to do.

By creating a schedule, breaking out each task into smaller chunks, limiting distractions, and taking breaks throughout the day, I’m able to get more done in less time and be more productive.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

Kathryn Marshburn, Music Program Manager


Professional woman with good time management skills calls someone on the phone

I thought I was a great multi-tasker as a businesswoman until I saw a video on Nick Cannon and Amber Grimes when I saw how they both work in the music industry. They are on time, work like no other, efficiently work, treating the housekeeping staff the same as a client. Always having a positive attitude and always showing up. I borrowed a life hack from Nick, where he has a daily list of his to-dos, but always adds the last item where he makes time to do at least one favor a day for someone. This is one of my favorite topics: how do we share our experiences and mold and guide the next generation?

I value sharing my perspective with Gen Z and millennials about the music industry and how staff should be treated. I have many students and industry folks that reach out to me to ask questions about the industry in LA and connecting with these requests is important to me.

My favorite time-saving hack is to follow the Nick Cannon style of working and do favors and serve others. But because there are so many requests, I had to come up with an organizational plan.

I reserve 12:00 pm - 2:00 pm every single Friday to allow for time in my calendar to serve others and share what I know about the music industry. I schedule 30-minute calls, back to back, for anyone who wants to chat on music, needs advice, needs to connect, or is looking for resources. This helps me to plan ahead and group requests together.

I'm a big believer in paying it forward as so many people, especially women, kicked down so many doors for me.

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Mark Taylor, Product & Operations Executive


Professional man with good time management skills talks during a work meeting

Self-prioritisation. Identify the current “axis of power” in your work and align what you are doing with that.

For example, I gave an update every Monday to the CEO on the status of a number of projects that had previously been languishing.

I knew the CEO’s expectations: 1) that everyone involved in the projects was working well together, and 2) that what we said was going to be done was actually being addressed in a timely and accurate manner.

I spent a good amount of my week getting status updates, fact-checking, and thinking ahead for possible questions. I blended these into a truth-based, expectation-meeting story by the time Monday’s meeting arrived.

This is where the “axis of power” comes in. If the CEO thought I was getting things done and doing a good job, it didn’t matter what anyone else thought—and I lived to fight another day...

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Carla Biasi, Personal Stylist


Work delegation, time management concept

Delegation! As an executive, we are charged with hiring a highly competent team. Use the highly motivated in your group to assist with tasks and responsibilities. This also helps acclimate them to different skills, and you have the opportunity to discover hidden talents in your staff. Your employees will love the collaborative environment!

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

What's the best time management hack you use on the job? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: The Best Time Management Hacks …

Executive Spotlight: How To Handle Working With Difficult Customers



You don't have to work in customer service to work with difficult customers. In the business world, a customer is anyone (an individual or business) that purchases your goods or services. Some might be your "clients," but no matter what you call them, they have the potential to give you headaches on the job. Fortunately, there are many strategies and philosophies you can use to handle those difficult customers.

We recently asked our leading executives how they handle working with difficult customers.

Here are their responses...

John Schembari, Senior Education Executive


Customers come in all shapes and sizes and what may be a difficult relationship for one executive might be in the charm zone for another. However, as a consultant, I sometimes struggle with clients who come to me because they have a problem that they could not solve but then do not give me the autonomy to solve it if this means that new strategies/systems proposed run counter to how the client had tried to solve their pain point in the past (and was unsuccessful).

This is an issue of control that often comes down to fear. So, to ease my client's fears, I will communicate much more often and during each step of the process/service being provided—i.e., the creation of the initial work plan, ongoing impact/milestone reports, and a checklist of next steps/desired impact based on interim milestones/results of our work together. Some folks just like to have the road map out while they are driving down the road.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Lynn Holland, VP Sales & Business Development


Woman talks to a customer/client during a meeting

In our pressurized world, frustration and raw emotion can lurk beneath the surface. When triggered by unmet expectations, these are eight tips I've used to disarm and preserve goodwill throughout the buyer journey:

1. Seek to understand by interpreting their words and body language then reflecting back the thoughts and feelings heard.

2. Remember the affect heuristic mental shortcut that influences decisions and judgments based on views or past experience vs. the actual situation.

3. Begin with an “I don’t know” mindset vs. prejudging them or their situation.

4. Focus on listening, understanding, and discerning the next steps vs. forcing an insta-solution.

5. Break a big problem into bits to solve one at a time.

6. Expect anger, don’t personalize it, and realize they're merely feeling misunderstood or undervalued and attempting to gain control.

7. Give them calm as an emotional signal to mirror.

8. Leverage available resources like a strategic pause to de-escalate, a screenshot to better explain, or a colleague’s confirmation about the solution.

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Mark Taylor, Product & Operations Executive


Serious man talks to a customer/client during a meeting

​I am currently being a difficult customer with a professional services company.

I’m a “reasonable person.” They have driven me to being difficult by losing my trust. I now question whether they are addressing my needs and doing their work correctly.

Firstly, they are unable to proactively and clearly communicate that the work is being done in a timely, accurate, and complete manner.

Secondly, I’ve had to chase them up over 1) not hearing from them as deadlines approach, 2) finding simple errors in their submissions, and 3) not having a crystal clear sense that they have considered “everything.”

So, to answer the original question:

Win and keep the customer’s trust by doing the work. Make sure it is timely, accurate, and complete.

Most importantly, PROACTIVELY communicate this timeliness, accuracy, and completeness in a crystal-clear manner. Rinse and repeat on a regular basis and in a consistent format.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Kathryn Marshburn, Music Program Manager


Random act of kindness concept

​One of the amazing benefits of working for a marquee music artist is you get to travel on tour and see shows (like at Wembley Stadium - Summertime Ball) from a different perspective. I’ll never forget watching Flo Rida perform for HP and their top sales achievers meeting at a small awards dinner in Anaheim, California at the House of Blues. Flo Rida is known amongst booking agents as a professional, warm act that performs at a very high level for small and large branded events for C-Suite executives. Pure acts of kindness are always a part of his show, including jumping into the crowd. People touch him and hug him. (He holds toddlers too.) Most artists never engage like this; they pick up their check, perform, and fly out.

Flo Rida takes the time to learn the CEO's name of the company or brand, prepares and repeats the product name in his mouth several times before he goes on stage, and includes the C-Suite spouses on stage to dance with him for his hit "Low." If there are kids in the room he always brings them on stage and takes off his $20,000 diamond solitaire necklace and puts it on the child to make them feel special. (One show at a state fair someone accidentally walked off with it.)

I think I’ve watched the show 50 times and I am almost in tears every single time because it’s so good he’s such a great entertainer.

His mindset for customer service could and should be very arrogant based on his huge catalog of number one hits and gold records that he’s developed over his 30 years in the business, but he’s not. He doesn’t operate that way. His mindset is always humble, and to not only meet but exceed his customers' expectations, and to do that he makes his show very personal. His mindset is to make sure that he connects with the audience and with the VIPs in the room and recognizes the brand in his performance, by name, in his shoutouts. He extends random acts of kindness in this way, giving his fans, new corporate friends, and others a really close visibility into who he is, almost as though he provides a show that no one expected. He thinks through who would be in the audience, what would make an impression, and how could he make sure to re-book.

To me dealing with difficult customers starts with the mindset of including daily random acts of kindness and personalization in your daily routine as part of great customer service. Providing a personalized style of connecting with difficult customers in a different way and recognizing their personal interests. For example, for the customer that is upset over late shipping could a personal call or handwritten note with an extra product change the dynamic? Could a quick search on social media provide that the customer is located in Florida and loves football and, in addition to an apology and correction of the mistake, you try connecting with them by sending a custom Bucs flag from eBay? These random acts of kindness can offer a surprising result and create a snowball effect into other positive results beyond great customer service. Those word-of-mouth stories about receiving something personal are the key to managing difficult customers.

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Ana Smith, Talent Architect & Global Learning Strategist


Woman talks to her boss about difficult customers/clients

Having difficult customers is really harsh, right?

It's not all doom and gloom, though. Taking prompt steps to turn difficult customers into ideal ones does not involve changing their personalities or getting them to see things only from your point of view.

It just takes a little bit of empathy and knowing how to approach the situation. Here's what has helped me in the past:

1. Find the common ground

The first step is to determine what you and your difficult customer have in common. What are their goals? What do they want out of this situation? Once you've identified that, it will be easier for both of you to come up with solutions that will satisfy everyone involved.

2. Communicate effectively

Next up, make sure that everyone knows exactly where they stand. If there are any miscommunication issues or unclear expectations, it's important to address these problems ASAP and make sure everyone understands the situation before moving forward with any plan or solution development process (or else we risk falling back into those same old patterns!).

3. Be flexible but firm

Once everything has been clearly communicated and agreed upon by all parties involved (and make sure that if/as needed things are in black and white).

The bottom line, I think it all comes down to communication. Let's not forget that in addition, in this day and age, we have:

  • Global clients who also come from different cultures, backgrounds, and languages
  • Clients from four different generations at the same time

If we can communicate effectively and openly with our customers, we can figure out what their needs are and how we can meet them. If there is any misalignment or misunderstanding between us and our customers, this is where it will occur. If there's no clear understanding of what they need from us and why they're buying from us (or not), then we'll have trouble getting through to them. We need to be able to answer questions like:

  • What are their goals?
  • What problems are they trying to solve?
  • How do they currently solve those problems?
  • Why aren't they happy with their current solution?
  • How would they prefer solving these problems moving forward?

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."

Percy Leon, Digital Media Content Executive


Man talks to difficult customers/clients on the phone

As a content creator and also doing sales and marketing, it's important to know how to handle difficult customers.

I do want my customers to be happy and satisfied with the product or service that I provide. But, when that doesn't happen, I need to know what steps to take next.

Here are some tips for dealing with those tough customer conversations:

1. Stay Calm: During a difficult conversation, it's important to keep my cool and not get too emotional. If I can remain calm during the exchange and remain professional, then I’m more likely to find a resolution that is agreeable to both parties.

2. Listen Carefully: Difficult customers are often the ones who are the most vocal. Instead of trying to talk over them, I take a step back and really listen to what they are saying. This gives me an opportunity to understand their point of view and come up with a solution that works for both parties.

3. Be Proactive: If I can anticipate the customer's needs, then it's easier to provide resolution or possible solutions. I try to communicate as much as possible and offer solutions before my customers have a chance to bring this up, as this shows that I’m on top of the situation and willing to work together to find a suitable solution.

4. Be Understanding: No one wants their problem to go unresolved and customers are no different. If there is a problem with the way the content is shot or lit, or something else, I show understanding and empathizing with their situation will help them feel like they're not alone in their struggle.

5. Follow Up: After the conversation is over, I feel it's important to follow up with the customer and make sure that their issue was resolved correctly. This will help build trust and show them that you value their business this also adds repeat customers.

By following these tips, I can ensure that my customers are happy and that their issues are taken care of in a timely manner. Handling difficult customers can be tough. It does take practice and a lot of empathy, but with the right approach, I can ensure every party is happy.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

Lisa Perry, Global Marketing Executive


Woman talks to a difficult customer/client on a video call

We can all relate to dealing with a difficult customer at some point. As a brand marketer, I don’t interact with the typical customer. My direct customer interaction tends to be with internal customers, influencers, and strategic partners. Some of my most difficult customer interactions have been dealing with an internal customer who doesn’t respect my team or me, which results in the challenge of getting anything done. Here are several tips on effectively handling working with a difficult internal customer:

  1. Remain Calm: It’s important to remain calm, professional, and composed, even if the customer is aggressive and disrespectful. Maintain a positive attitude. Try not to take it personally (this is really hard to do).
  2. Active Listening: Try to understand their concerns, ask open-ended questions, repeat back to them what you heard to ensure alignment, and find a solution that works for both parties.
  3. Empathize: Show empathy for their situation. This can help to de-escalate the situation and build rapport with the customer.
  4. Offer Solutions: Work with the customer to find a solution that meets their needs and expectations. Offer several options and be flexible in finding a solution that works for both parties.
  5. Escalate When Necessary: If the situation is escalating and you feel threatened or unable to handle the situation, it’s important to escalate the issue to a manager or someone with more authority to handle the situation.
  6. Documentation: Document the situation and solutions offered, and ensure they are satisfied with the outcome. This will help avoid similar situations in the future, help maintain a positive relationship, and build trust.

Remember that dealing with difficult customers is difficult, but it's important to remain professional and not take their behavior personally. By remaining calm and working with the customer to find a solution, you can turn a difficult situation into a positive experience.

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 handle working with difficult customers? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Handle Working With …

Executive Spotlight: The Biggest Career Move These Executives Ever Made



In life, if you want to achieve your goals and get where you want to be, you need to take risks. This includes taking career risks. For many professionals, making a big career move is a risky decision, but it might be necessary in order to reach one's career goals. The most successful people you know took a big risk, and it paid off. If you want to reach new heights in your career, you might need to ask the leaders in your industry how they made it to the top.

We recently asked our leading executives what the biggest career move they ever made.

Here are their responses...

John Cox, Advertising & Marketing Executive


I’ll cheat once again just a little bit and reference two different moves that turned out to be pivotal to my career.

First, early in my career, I was approached through a tentative connection within my professional network with what essentially amounted to an offer for trial employment. That meant leaving a full-time job with benefits when I was young and single, relying solely on my own income.

Still, I had been ready for a change for quite some time and gambled that this was a move worth making. I made that move, and it turned into multiple promotions, positioning me for where I am today.

Secondly, later in my career, I gambled on a new role for which I didn’t feel entirely qualified. I actually ended up being hired into the role and, ultimately, it too was transformative in shaping me into the leader I am today.

Both anecdotes, I hope, serve as advice to early and mid-career professionals that risks wherein you’ve amply measured the pros and cons can really pay off. I’m not necessarily one to take bold jumps in life, but sometimes there is that leap of faith that you simply have to try. And my experience has been that it’s oftentimes more than worth it.

John Cox has 20+ years of performance excellence in advertising and marketing, leveraging Google-certified skill sets in pay-per-click (PPC) advertising and paid search strategy, web planning and conversion measurement, and creative direction and graphic design.

Michael Willis, Sports Business Operations Executive


NFL flag

My BIGGEST career move was when I decided I wanted to work in sports.

While working at KPMG Peat Marwick, I was not fulfilled doing the debits and credit. I wanted to do more than record the month’s transactions. I wanted to be the one to make the transactions happen.

I had a unique opportunity to join the Football Operations Department at the National Football League. I learned some new skills, such as payroll and budgeting. I was putting budgets together from start to finish.

During my years at the NFL, I developed and expanded the role by doing analysis and forecasting. These skills allowed me to forecast year-end outcomes.

My newfound skills allowed me to summarize multi-page excel spreadsheets into one page.

Making this career move has ignited a new fire inside of me. My passion for this work allowed me to serve the game officials at a very high level.

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.

Lynn Holland, VP Sales & Business Development


lumber shop concept

My first BIG career move came as a regional sales rep for a packaging and supply distributor in the Pacific Northwest, the mecca for the U.S. lumber industry. My territory included a handful of lumber mills, so I was riveted when a new supplier attended a sales meeting offering lumber wrap as a new product to sell.

Other reps reacted with “meh,” but for me, it was magical! As a large, essential spend for these mills, I made it my mission to become their supplier, learn everything about the product and competition, then kicked off my sales campaign. I quickly discovered that printed wrap was a must, so I found a needed source…which my company didn’t buy into.

I saw an enormous opportunity; they saw uncharted territory and risk, so I bet on myself! I spent the next six weeks writing a business plan in my off-hours, partnered with domestic and offshore manufacturing sources, got a HELOC on my house, gave my notice, and became an entrepreneur!

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Andrea Markowski, Marketing Executive


Career move, career growth, professional growth concept

Going back to school for my MBA changed the trajectory of my career (and of my life).

A golden opportunity came along to join an internal start-up team while working as a marketing creative in the publishing industry. I helped to ideate and test a new digital product and pitched it to the senior leadership of our Fortune 500 company.

Along the way, I learned basic business principles not taught to commercial artists. Dazzled, I vowed to learn more. I aimed to incorporate research, strategy, and data analysis into my everyday job.

That’s when I was laid off. While job searching, an agency specializing in business innovation interviewed me twice. I didn’t get the role. But again, I was fascinated by new ideas brought to life through business. I read all of the staff bios from that company. Every single one of them had a graduate degree.

Soon after, I had a new job, but it wasn’t challenging. Always wanting to go back to school, I casually interviewed people with MBA degrees to see if that path might work for me. Those I asked highly encouraged it, and my new journey began.

While getting an advanced degree, quitting your job to go back to school full time, AND moving across the country to do so aren’t for everyone, in my case, I wanted to accelerate as quickly as possible. Throw a pandemic into the mix (bad timing, just as I was graduating), and I still came out transformed, with a new career I love, and happier for it all.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

Ana Smith, Talent Architect & Global Learning Strategist


HR management, human resources, recruiting concept

The biggest or certainly one of the biggest career moves I ever made was offered to me and I didn't even see it coming!

I was working as a senior HR manager in a global organization, handling different responsibilities regarding management and leadership development, onboarding, talent acquisition, talent development, etc., and one day, I had to go talk to a newly promoted sales director, about the profile she would be looking for in the new talent who would fill the position (her old job).

As the conversation about the role and her expectations, timing, and process was being discussed, after about 40 minutes or so, she offered me the job! I was shocked to be honest since I did not have any experience or training in the sales space, yet she was offering me what seemed to be the opportunity of a lifetime.

I was a bit concerned thinking about this option (wow!), and she offered me 1) the chance to think about it for a week or so and 2) to come on a trip with her and the VP. They were going to evaluate and learn about how other regions in the U.S. were implementing a new selling model.

I went on the trip, had a blast, learned a lot, and decided to say yes to the opportunity!

As a leader, there were two very important learnings with this career move: 1) this hiring manager saw something in me, talent potential that I didn't know I had myself, and 2) taking this opportunity gave me a chance to try a completely different function, which challenged and stretched me in many ways.

I'm thankful for the experience. It has allowed me the possibility to have a customer-centric approach to the HR and people experiences, initiatives, and strategies I've led or been part of.

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."

Mark Taylor, Product & Operations Executive


Businessman/professional walks up stairs carrying a briefcase

Moving to the U.S. from the UK with my job.

I’d always wanted to live in Manhattan and, when the opportunity arose, I seized it.

Looking back, what did I learn:

The difference one word can make. I “wanted” to go—not I “should” go...

There were a number of challenges that I came up against once I arrived, both personal and professional. However, because I wanted to be here, that’s what they were, “challenges": situations that drove growth in all aspects of my life.

If I’d come here because someone had suggested I “should” to further my career, the challenges would have felt more like persecutors. I would have hated the city and the work—and hightailed it back to the UK as fast as I could.

So, dare wisely. Get out of your comfort zone—and make sure your decisions are aligned with what YOU want...

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Carla Biasi, Personal Stylist


Woman/personal stylist with her new clothes

I spent decades in corporate America in fashion, advertising, and financial services. My heart and passion stayed in fashion, and I knew I wanted to get back into it. In 2020, I left my position as a trust officer at a bank to start my personal styling business. It wasn't even scary. I felt so comfortable like it was meant to be.

I had my first client within a week of announcing my new career, and she has worked with me ever since. I continue to grow my business and work now more than ever but can't imagine doing anything else.

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

Kathleen Duffy, Founder, CEO, And President Of Duffy Group


Professional woman on the phone while working from home

My biggest career move was to start my business. I had worked for a boutique executive search firm for eight years and planned to grow with the organization. When the partners decided to move the company to another state, I found myself unemployed and looking at three options: corporate recruiting, executive search, or do something on my own. My husband and I were trying to start a family so I was looking for something that would provide work-life balance (it was the early '90s and no one was talking about this yet). I was able to take my expertise in recruitment research and pivot from the executive search path and introduce the approach to corporate America. I was able to work from home as we adopted our son and 18 months later gave birth to our daughter. I was able to grow a workforce of professional mothers who wanted to balance work and life. Thirty years later, we are still 100% remote with work-life balance as the foundation of our culture. I didn't start with a plan but I knew my "why"...to be in control of my career and ensure I was able to be the best wife and mother possible.

Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company's vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.

Lisa Perry, Global Marketing Executive


Walt Disney Company concept

Several big career moves impacted my overall career, but the biggest was my first job, which set the tone for my career trajectory. I got my BS in Marketing from San Diego State University and searched for that perfect job. I interviewed with several companies while being on a roller coaster of emotions, waiting to hear back. I finally accepted a position with Enterprise Rent-A-Car within their manager trainee program. Four days before I was to start, The Walt Disney Company reached out with a job offer. I was faced with many challenges. First, it was a secretarial position, not a manager trainee program that I wanted. Second, it was The Walt Disney Company (a Fortune 100 company). How could I pass that up? Third, I had already accepted the job at Enterprise Rent-A-Car. What was I going to do? I called Enterprise and let them know I couldn't move forward with the job offer and then picked up the phone to accept The Walt Disney Company's job. Even though I was a secretary, it was the best career move I ever made. Having the Walt Disney Company on my resume opened up many job opportunities. I learned from some of the industry's top marketing leaders. And to this day, I still maintain connections that have benefited my career.

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.

John Hoffman, Creative Producer


Producer, audio engineer on keyboard

My career move at 28 was my most significant decision ever. Even though I loved my TV and event production work, the company I adored, now in its fifth year, had changed. It became routine. I felt disenchanted. It was a tough call, but I had to trust my gut and follow my heart. I loved working with start-ups and wanted to travel to become a freelance producer. I craved the challenge of working on new projects and new companies and collaborating with talented people to build something unique for every show.

It wasn't always easy by any means but, today, as a creative producer, I get to cherry-pick outstanding teams for one-of-a-kind projects. We combine music, theater, TV production, advertising, marketing, PR stunts, and live experiences into lifestyle-branded entertainment. But, of course, the can-do attitude and love for the work and the people I work with are everything. That start-up passion, energy, and togetherness have always driven me to improve everything I touch. I learned this lesson early on, and it still holds true today.

When you enjoy what you do, it's not just a job. It's your life's work, so why not love it? Follow your heart, trust your gut, and keep striving. It's the best way to make your career feel like a living, breathing part of who you are. My oxygen is creating, mentoring, improving others, and loving my family. And I breathe deeply every breath.

John Hoffman has 15+ years of leadership experience creating and producing video content, branded entertainment, PR stunts, and experiential and live events. At his core, he's a storyteller who has mastered the creative map and can scale logistical mountains.

What's the biggest career move you ever made? Join the conversation inside Work It Daily's Executive Program.


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Executive Spotlight: The Biggest Career Move These …

Executive Spotlight: The #1 Skill Executives Need To See In Every Employee



Every hiring manager looks for different skills in the job candidates they're hoping to hire. Not only are job candidates being evaluated on the hard skills they possess; they're also being evaluated on their soft skills—the skills that don't belong on a resume but can be identified during a job interview. It's these soft skills that separate the good employees from the great ones. Executives, managers, and other leaders within an organization keep this in mind when interviewing job candidates and reviewing the performance of current employees.

We recently asked our leading executives what's the number one skill they need to see in every employee who works for them.

Here are their responses...

John Schembari, Senior Education Executive


Growth mindset. We live in a world of constant change. Even the best-laid plans are often shifted due to unexpected circumstances. For example. educators had no choice but to switch to teaching remotely during the pandemic. There was no time to become comfortable with the technology first—we had to dive in! To remain profitable, many companies also need to reconfigure services and/or products from time to time and the most successful employees are those who are always open to learning new things. One can teach skills—the core competencies needed to do a job in many cases. However, it is not as easy to get inside someone's head and affect an employee's will unless one is able to tap into that employee's intrinsic motivations. When a growth mindset is already present, this makes any change—even difficult ones—just a tad easier to implement.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

John Cox, Advertising & Marketing Executive


Curiosity concept

Curiosity is one of the top things I need out of each of my team members.

That is, they must possess an acknowledgment of the fact that no one of us knows everything and they must be curious in proactively seeking out new knowledge to add to their personal toolboxes.

In my team’s work on brand development and activation, and more specifically, digital marketing, it especially holds true that the industry, best practices, and tools used are ever changing and evolving. Maybe that involves consuming the latest books, blogs, podcasts, or following subject matter experts on LinkedIn.

In total, each team member must really have a passion for lifelong learning and constantly seek out new ways to stretch and grow in their own expertise and in the execution of their work.

John Cox has 20+ years of performance excellence in advertising and marketing, leveraging Google-certified skill sets in pay-per-click (PPC) advertising and paid search strategy, web planning and conversion measurement, and creative direction and graphic design.

Mark Taylor, Product & Operations Executive


Man types something on his laptop at work

Clear, concise written communication. Less is more.

For example, when it comes to project status “decks,” my expectation is no more than one page (two at a push). So:

1) On-point title: sets the scene.

2) Background: one or two single-sentence bullets (the story so far).

3) Status: three to five single-sentence bullets detailing tasks completed since the last update (bad news first please).

4) Next steps: two to three bullets detailing key tasks to be done next (win my trust by making sure that these tasks are clearly reflected in the “Status” section when we have the update next time).

Make removing every word from the deck until it stops making sense a game.

And don’t confuse ruthless editing with time wasted on “perfection.” The process of creating crystal clear prose with no excess fat is a pathway for you to get a deeper understanding of the project’s current challenges.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Steve Barriault, Global Technical Sales Management


Businesspeople discuss sales during a work meeting

Resilience in front of adversity.

Look, sales and field engineering are not for the faint of heart. They can often be exhilarating, but there is no doubt that they can be hard.

Each time that you step into a new account (or even an existing one), life can throw you a curveball. The budget you thought was there for your project is gone. The client forgot to tell you one key factor in their development environment that will make your deployment hell—assuming they knew anything about it at all.

Oh, and you travel for work? What do you do when the airline throws a wrench in your plans?

Trust me, I went through it all.

The best sales and field engineers are the ones that can deal with this. When facing a seemingly insurmountable challenge, they make a plan, execute, and when they fail—and fail they will!—they try again. And again. And again. Until it works or the clock times out.

No experience? I can deal with this with education. You made a mistake at times? If you never did, I would say you are not trying hard enough.

But when the going gets tough, you can't stop and get discouraged. And that needs to come from you.

Steve Barriault is a multilingual presales, sales, and business development management professional with 20+ years of experience in the sales and marketing of software & technological solutions worldwide. He's built sales infrastructure from the ground up, going from $0 to millions of $ through both direct sales and distributors.

Lisa Perry, Global Marketing Executive


Professional woman learns a new skill while watching a training/webinar

The most important skill I look for in an employee is their willingness to learn. This includes being open-minded to new ideas, sharing their thoughts and insights with co-workers, and being able to think on their feet and solve problems at a moment’s notice, with a “can-do” attitude. These skills are crucial for an employee’s personal and professional growth and contribute to the company's overall success. The willingness to learn allows employees to adapt to new challenges, develop creative solutions to problems, and continuously improve their skills and knowledge. It also helps to foster a culture of innovation and improvement throughout the organization.

As an employee, focusing on your willingness to learn is essential to staying relevant in your career while maintaining a competitive edge in the marketplace. As the business world is constantly evolving, employees need to be able to adapt and acquire new skills and knowledge to stay current and relevant in their field. Learning new skills also enable employees to be proactive in identifying and addressing challenges and opportunities, which can lead to greater success for both the employee and the company.

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.

Andrea Markowski, Marketing Executive


Executive talks to her employees during a team meeting

Combining the many bits of knowledge and skills gathered over your life and applying them to your current work role can make you stand apart as a valuable asset.

For example, I learned a practical structure for theatrical acting and directing while in college. As a marketing director today, I use a modified version for a strategic framework.

How can this be? Well, both the art of theatre and the art of marketing possess crucial elements of audience psychology and message communication.

Would just any marketer know this tie-in? Probably not.

Is this something an employer would ever teach me? Nope.

When you successfully adapt a learned approach to a different function, you bring a fresh perspective through pattern recognition and critical reasoning.

Your ability to connect the dots from your past jobs and life experiences to your current role brings creativity and innovation that just can’t be taught. It is a skill I seek and highly encourage in team members.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

Ana Smith, Talent Architect & Global Learning Strategist


Self-awareness concept

Self-awareness would be the skill that I would like to see in every employee I work with!

The main reason is that self-awareness is a mindful consciousness of your strengths, weaknesses, actions, and presence. And therefore, self-awareness requires having quite a clear perception of your mental and emotional states.

When you have a deep and meaningful self-awareness, it allows you to react to different situations and understand what triggers habitual responses for you, how you relate to other people, and why you feel the way you do toward certain individuals, amongst other areas.

Self-awareness is very important and can bring benefits in both your personal life and professional life. For example, it can help you identify what you like about your job and how to build a successful career path that can keep you motivated and fulfilled by your work.

How do you build this skill? These are a few ideas:

  • Assess your own capabilities - with a high level of self-awareness, you’ll see where you can excel and where you can grow.
  • Find a peer coach - someone you trust and respect who is willing to support you in your self-awareness journey.
  • Practice mindfulness - being aware of your surroundings without imposing any personal biases.
  • Be willing and open to receiving feedback - in order to grow you need to listen to different perspectives.

And let's not forget that like with any skill, it is a journey!

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."

What's the #1 skill you need to see in every employee who works for you? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: The #1 Skill Executives Need …

Executive Spotlight: What Word Defines Your Professional Development Focus For 2023?



At Work It Daily, we have a saying: "If you're not growing, you're dying." For context, we're talking about your career. You must constantly work on your career to grow as a professional so you can stay relevant and employable. Professional development should always be on your mind as a business-of-one. But what you do to grow as a professional might change over time. What you focus on developing this year might be completely different from what you focused on last year.

We recently asked our leading executives what word defines their professional development focus for 2023.

Here are their responses...

John Schembari, Senior Education Executive


Investment. How do we invest participants in the professional development that they receive? Far too often, professional development is a one-size-fits-all, lowest common denominator, sit-and-get rather than an opportunity for participants to review relevant data, define personal and collective areas for growth, prioritize initiatives (1-3) that will target the growth area, and then analyze impact. Therefore, I'm not a fan of "one and done" trainings but, rather, a huge proponent of ongoing PD in the form of revolving professional learning communities (PLCs) and affinity networks.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Carla Biasi, Personal Stylist


Creativity, creative ideas, light bulb concept

Creativity!

I want to find fun ways to engage my followers and bring more of my personality to my communications. It will make me think more out of the box and focus my content. And I'm really looking forward to connecting with viewers.

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

Michael Willis, Sports Business Operations Executive


Man talks during a work meeting

My professional development word for 2023 is “articulate.”

By definition, articulate means expressing oneself readily, clearly, and effectively.

In everything we do, we must find the words to articulate our intentions with vigor to make ourselves believable.

The first question in any job interview will be, “Tell me about yourself.” You will be asked to do this. Your answer will set the tone for the rest of the interview. Many job seekers get stumped on this question. You must be able to “articulate” a persuasive and illuminating response.

A picture may be worth a thousand words, and you may have an excellent visual presentation. But with that graphic, you must be able to “articulate” communicatively and understandably what the visual is trying to show the audience.

In 2023, I will work on my “articulation” skills.

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.

Mark Taylor, Product & Operations Executive


Commitment concept

“Commitment.” Doing the best I can at any one moment, striving to be “better,” and letting go of those things I can’t control.

Why? Well, I’m forever on the hunt for practical methods of becoming more effective. As such, I recently watched Stutz on Netflix. It’s a documentary directed by Jonah Hill about his therapist, Phil Stutz.

Phil, and fellow practitioner Barry Michels, have written two books: The Tools and Coming Alive. I started reading the latter recently.

There are a number of nuggets in the book that have made me sit up and take notice, not least this quote:

“The reason you can’t commit to anything is because it hurts you too much if it fails. Success means putting everything on the line and, if it doesn’t work out, doing it again. And again. No blaming. No excuses.”

So, here’s to true “commitment” and "success" in 2023...

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Ana Smith, Talent Architect & Global Learning Strategist


Connection, teamwork concept

Connection is my development focus for 2023!

Our workplaces play a significant role in our lives. Work affects both our physical and mental well-being in good ways and bad. The COVID-19 pandemic brought the relationship between work and well-being into clearer focus. According to the Surgeon General 2022, Workplace Mental Health and Well-being report, one of the biggest challenges we faced in 2022 (and onwards) is connection and community.

Connection is essential for human well-being. Connection is a basic human need, and people who feel a strong sense of connection to others are happier, healthier, and more resilient!

One of the ways that connection is important is that it helps to combat loneliness and isolation. When we feel connected to others, we feel less alone and more supported. This can be especially important in times of stress or difficulty, as it can provide a sense of security and comfort.

Connectedness also allows us to feel seen, heard, and valued. When we share our thoughts, feelings, and experiences with others, and they respond with understanding and empathy, it can help us to feel understood and accepted. This can be especially important for people who may feel marginalized or excluded in some way.

Especially important to me, connection plays a critical role in our ability to learn and grow. When we are connected to others, we have the opportunity to gain new perspectives and insights, and to learn from the experiences of others. This can help us to develop new skills, knowledge, and understanding, which can be valuable for personal and professional growth.

Finally, it is a key factor in our ability to experience joy, love, and belonging. When we feel connected to others, we can experience deep and meaningful relationships that bring us a sense of fulfillment and purpose. This can be especially important for people who may be struggling to find meaning or purpose in their lives.

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."

Debra Shannon, IT Executive


Intentionality, strategy concept

My 2023 focus is intentionality. In the past, I’ve tried to do everything but realized that I couldn’t do it all despite my best efforts. There’s a quote by Andrew Benintendi: “You’re going to struggle. You’re going to do well. You can’t really let the past or the day before – whether you had a good day or bad day – dictate the day you have that certain day.” A few things happened during the pandemic that made this really hit home for me. Everything happens for a reason and only worry about what you can control.

There will always be more personal/professional opportunities than I can physically do. I’ve learned that I need to be purposeful and prioritize and continually re-prioritize what is and isn’t important—each day is important. I can’t do it all and that’s ok (and I'm getting better at admitting that). I’m going to continue to be more intentional in what to plan and accomplish.

Debra Shannon is an IT executive who is also a CPA, CIA, and CISA. Her passion is turning chaos into calm. With her unique blend of experience in technology, project management, and auditing, she can break down complex business problems, identify practical solutions, and lead executive teams and business partners to embrace the value of technology changes.

Lisa Perry, Global Marketing Executive


Watching the sunset/sunrise, abundance concept

For 2023, I'm focused on abundance. An abundance of five professional areas: connections, fulfillment, wealth, success, and happiness. I've worked to clearly define what this means for me across each of these five areas. For an abundance of professional connections, I'm looking to grow my social media network by 40% in 2023, as an example. I've laid out a detailed plan as to what it will take to achieve. To grow my social media network by 40%, I will post 2-3 times a week on LinkedIn, TikTok, and Instagram and connect with 100+ new people per week. I will track weekly, making it easier to measure my ongoing progress and success.

I also find it important to state the intentionality of my word, abundance, daily if I can, to stay focused, motivated, and driven toward my goal, which increases the likelihood of achieving it.

I know some things will come easy, but for other things, depending on how big they are, I will have to work at them. I will have to fight the busyness, distraction, intimidation, and fear that will show up. The key will be to stay persistent and motivated to remain committed. But my goal is to focus on the result of abundance.

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.

What word defines your professional development focus for 2023? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: What Word Defines Your Professional …

Executive Spotlight: How To Deal With Difficult Stakeholders & Peers



In a perfect world, it would always be easy to deal with stakeholders, co-workers, bosses, and other peers. The truth is, sometimes we have to deal with difficult people in our personal and professional lives. How we deal with people, difficult or not, will be a factor in how far we go in our careers. So, how can we successfully deal with difficult stakeholders and peers without hurting our professional reputations?

We recently asked our leading executives how they deal with difficult stakeholders and peers at work.

Here are their responses...

Ana Smith, Talent Architect & Global Learning Strategist


Managing stakeholders is one of any project manager's most complex and important responsibilities. The success of any given project or initiative can frequently depend upon stakeholder collaboration and satisfaction, which is why it's essential to give careful attention to their needs.

However, managing difficult stakeholders and peers can be, and therefore become, quite challenging, so it's important to anticipate and manage them effectively. They might not be open and forthcoming in their communications, or they may only offer negative feedback. Some stakeholders may be frustrated at the progress of the project or may not seem to be very engaged in the work. These are some basic areas that you need to focus on in successful stakeholder management: identifying stakeholders (internal and external), understanding stakeholder needs, meeting their needs, underpromising and overdelivering, listening to stakeholder concerns, frequently communicating, amongst others. If not done properly, they can result in spectacular project failures.

There is an "Iron Triangle" on which experienced project managers focus on. This consists of 1) quality/scope, 2) budget, and 3) time. If stakeholders or sponsors want more in the deliverable (i.e., more features) then something has to give. The project will take longer, or it will cost more, or it will be a little of both. If they want to lower costs, they probably cannot do it without decreasing scope or increasing timelines. Stakeholders will need to understand that, and the project manager needs to be consistent on this point.

A poor appreciation of stakeholder management can often lead to catastrophic decision-making which ultimately leads to more cost, longer timelines, and diluted benefits.

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."

Andrea Markowski, Marketing Executive


Coworkers argue about something during a work meeting

When I think of difficult people, my college job years ago as a part-time credit card bill collector comes up. People were often on their worst behavior when I called.

Thankfully, we were trained to handle these situations. In essence, you must listen to ALL objections before you can ask someone to agree to a request. It was a valuable lesson about human nature, listening, and empathy.

What does this look like, and how can you use this method?

Step one: Be patient and listen while someone might vent, complain, or express the issues preventing them from doing something.

Step two: Acknowledge what they’ve said and the feelings expressed.

Step three: Repeat steps one and two until there is no more air to clear. Do not move on until the upset person has had their complete say.

Step four: Transition to what you need and “what’s in it for me” (them)—a WIIFM—if they comply.

Also, never accept insults or rude language. In the bill-collecting world, we had permission to hang up if things got out of hand. In your real life, you have permission to leave the situation until cooler heads prevail.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

Lynn Holland, VP Sales & Business Development


Man talks to a difficult coworker

Take a job, win a client, use a dating app, and you’re amongst people with hurts, hang-ups, and emotions like fear, anger, and insecurity near the surface. Add modern pressures and poof! Disagreement, bias, and attitude. An inevitable evil, here are some tools for influence and goodwill:

Peers

1. Seek to understand their POV and why (internal/external influences)

2. Suggest reaching the best company/collective outcome vs. personal preferences

3. Consider if ideas #1 and #2 can be combined for an even better solution (ideal outcome)

4. If #3 fails, translate #1 and #2 into their respective cost/benefit for the company/collective

Stakeholders

1. Build individual profiles - job responsibilities, fears, and biases that internally motivate rejecting or buying into ideas or initiatives

2. Correlate ideas or initiatives to serving their inner personal interests without risk

3. Partner and collaborate with an internal champion motivated to build support for ideas or initiatives that improve the workplace

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Michael Willis, Sports Business Operations Executive


Difficult stakeholder gives the thumbs-down during a work meeting

How to deal with difficult stakeholders and peers:

1. The first step is to identify the stakeholder. While everyone on the team has value, I would identify the threat to the team. The overall mission and objectives of the team must be met. If there is a weak link, executives and team leaders need this information.

2. Like any other threat the team encounters, the difficult stakeholder’s activities must be monitored.

3. Meet them one-on-one to discuss the facts that have been gathered. Don’t just rely on second-hand information. Keep the conversation free-flowing. Let the difficult stakeholder do all the talking.

4. Determine the motivation behind the recent behavior.

5. Remind the difficult stakeholder of their place on the team and, most importantly, the mission and goals the group must meet.

6. Determine their motivation. Try to find out what triggered the behavior. Offer remedies or solutions.

7. Create a success story to create new energy and purpose. Tell the stakeholder how the team is valued and viewed by the company.

8. Develop a perpetual communication stream that flows in every direction. As executives, it’s our job to fix problems. But I feel it’s even more important to get ahead of issues before they become problems.

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.

Mark Taylor, Product & Operations Executive


Coworkers talk about a project while a difficult stakeholder interrupts

“Dancing Monkey (DM): the length of time between giving someone work to do and your brain wondering why you haven’t seen any product yet.”

If a stakeholder’s DM works on a more frequent cycle than yours, they might come across as “difficult.”

To work out a stakeholder’s DM and stay one step ahead, use informal, face-to-face communication.

E.g.: “Accidentally” walk past their office the day after you were given the work.

YOU: “Hi, not stopping, know you’re busy...”

THEM: “How’s it going?”

YOU: "All good. By the way, I’m cracking on with that work from yesterday."

THEM: "Great. Could we review what you've done so far now/later/tomorrow/next week?"

(Here’s where you find out whether you’ll be burning the midnight oil—or if you have a few days’ grace.)

Do this a few times and you’ll soon become calibrated with a stakeholder’s DM, a means of managing their “difficult” tendencies better.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Lisa Perry, Global Marketing Executive


Coworkers argue during a work meeting

At this point in my career, I am an expert in dealing with difficult stakeholders and peers regarding how often this has happened to me in a work situation. That said, it’s never easy and takes patience, empathy, communication, collaboration, and your eye on the end goal to ensure you succeed. Here are a few tips I’ve learned that might help you with this situation:

  • Patience: The key here is to keep your cool as temperatures rise. Take the emotion out of the equation. If that means you need to step away, do it. It’s essential to be objective, calm, and professional.
  • Empathy: Remember the saying, “Seek first to understand, then to be understood,” from Steven Covey’s book, The 7 Habits of Highly Effective People? People want to be heard. Let them talk, and have them get their frustrations out. Even if you disagree, be quiet. It will be to your advantage. It’s important to understand where their negativity is coming from so you can address it. You will have time to speak. Give them the first round.
  • Communication Is Key: It’s essential to tailor your communication to their style when dealing with difficult stakeholders and peers. Ask them what works for them. I’ve also found that asking these two questions in emails helps clarify any miscommunication: does this match what you need, and did I miss anything?
  • Collaborate: Above all, you need to collaborate and show that you have their best interest at heart and you want to work with them and figure out the best path forward.

If you stay focused on the end goal and try not to get caught up in the emotional turmoil of dealing with difficult individuals, you might be surprised at how effective this approach can be.

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 deal with difficult stakeholders and peers? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Deal With Difficult …

Executive Spotlight: How To Stay Relevant In Your Career & Industry



Staying relevant is the secret to long-term success as a leader, no matter your industry or profession. Leaders who fail to stay relevant in their careers will eventually get pushed out of their jobs and will find it difficult to get another one at the same level that offers their desired salary. So, as a leader, you need to ask yourself, "Am I doing enough to stay relevant in my career?"

We recently asked our successful executives how they think a leader can stay relevant in their career and industry.

Here are their responses...

John Schembari, Senior Education Executive


Want to stay relevant? Increase your influence. Influence can be exhibited both in-person and virtually. Not only should you join associations and attend conferences, which are making a comeback post-COVID-19, but you should also present on current topics of interest to peers at these events. Online, influence can be demonstrated by curating others' social media content as well as through the creation of one's own. Write articles as a guest blogger on industry-specific websites. Add voice to industry conversations by commenting on others' posts (on whichever online platform "your people" live and play) as well as by participating in podcasts; I have particularly enjoyed networking with educators from around the globe by serving as a panelist on live virtual events and as a guest on different podcasts. What can you provide/give back to the community at the same time you seek to develop your own career?

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Michael Willis, Sports Business Operations Executive


Older professional gives a presentation

How to stay relevant in your career and industry:

1. Find the source of wisdom - Notable influencers often utilize blogs and podcasts to share ideas or interview other professionals. Stay positive as you listen to these new ideas.

2. Social media - CNN, Twitter, and LinkedIn are great resources for information, along with professional conferences and seminars.

3. Keep learning - Take advantage of free online courses. Be aware of what’s changing around you. Watch trends and remain familiar with them. Don’t get stuck in your comfort zone.

4. Share the wealth and speak up - As you find interesting information, pass it on to others. Open a dialogue with other professionals. Be on the lookout for new opportunities.

5. Know your competitors - I love this one. We as professionals should know our current, future, and new market entrants’ competitors. Some people view competitors as the enemy. I like to keep competitors close. Maybe they’re doing something that we are not doing. Maybe our competitors are doing something in better ways than we are. As a point of sharing, we may have something that we do that our competitors can use in their business models.

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.

Maria Grandone, Director In Higher Education


Leader motivates a work colleague

How to stay relevant in an ever-changing environment:

1. Stay ahead of the curve. You are willing to learn from others, take advice, do your research, and stay driven by your passion to effect real change.

2. Innovate through collaboration. Provide a voice to your stakeholders in the process to gain support because they will support what they help create.

3. Invest in your own development & network. Find strategic opportunities to develop yourself and your network. Your organization might offer opportunities through conferences, podcasts, books, and colleagues who are willing to mentor/coach you.

4. Practice active listening & learn. The ability to really listen to understand interests, ideas, opinions, concerns, and challenges facing your organization.

5. Keep it all in perspective. As you seek opportunities for collaboration with lasting approaches to the work, you must be transparent and look at the challenges with the appropriate lens.

Maria Grandone is dedicated to student access and success, particularly of underrepresented students in higher education. She loves to wake up early to meditate, go for an early morning run, and meet people from all walks of life.

Ana Smith, Talent Architect & Global Learning Strategist


Executive/leader works on her laptop at work

In this highly competitive digital business environment, it is crucial to stay relevant, competitive, and marketable. You’ll need to make sure that you’re continuously improving and evaluating yourself regularly. There are several areas; we will focus on these five fundamental ones today:

1. Specialize in your area, not in everything - Don’t try to be a jack-of-all-trades, while becoming a master of none. Instead, discover your natural aptitude and excel in that discipline.

2. Focus on the big picture - Build a reputation for yourself in your own company as a doer and problem solver.

3. Focus on great communication - Communication skills are still imperative in the globalized workplace environment. Also, in this hybrid, remote, and in-office workplace, effective and frequent communication is key.

4. Staying social - Social media is a great way to stay in touch with clients and customers. It allows users to express concerns, ask questions, and even praise you for great work.

5. Networking - Building and nourishing business-related relationships are fundamental to a successful career.

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."

Mark Taylor, Product & Operations Executive


Executive/leader talks to his employees

There isn’t a monolithic playbook or magic bullet that will address the challenge. Pragmatic insight and speed are better options.

Firstly, understand at its most fundamental level what your company does and why it needs you to do what you do.

Secondly, speed is of the essence; get your work done quickly. The more you do in a shorter time, the sooner you iterate your way to a fundamental understanding of your job. Speed will also allow you breathing space to craft a view of what this “fundamental job” becomes in the future.

Perhaps most importantly, could your role be eliminated? Rather than being on the receiving end of that, could you be the one to drive that change proactively? After all, you now know the essence of the job better than anyone else. Who better than you to take the lead in retiring the old and embracing the new?

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Dr. Hannah Hartwell, Learning & Development Executive


Executive/leader holds a tablet while traveling for work

We're fortunate to have access to so much information. Think about it. Even 15 or 20 years ago, there was not nearly as much access to information on any subject and topic.

Here are three ways to stay relevant:

1. Read - Find fascinating thought leaders that give you a different point of view.

2. Listen - Since you now have a different perspective, engage with others to have a mutually beneficial conversation. Expand your knowledge and share what you know with others.

3. Contribute - Here's your chance to shine! Share with others what you found to be most helpful, or even what you found to be not so helpful. It's important to have conversations about both of these topics, and figure out how to contribute to your professional network.

Dr. Hannah Hartwell is a learning and development executive and change management practitioner with 15+ years of business transformation experience in the healthcare, pharmaceutical, higher education, and professional services industries.

Sarita Kincaid, Tech Media & Influencer Relations Executive


Leader communicates with her team

The top three actions leaders should take to stay relevant in their careers are to prioritize learning, networking, and giving back. These seem like simple things to do but they require both an investment of time and a well-defined purpose. Take action by:

  • Actively participating in professional organizations: Most professional associations offer workshops/classes as well as networking opportunities.
  • Don’t let your skill set lapse, even if you’re in a leadership position: Know and use the tools your team uses every day.
  • Speak at industry events: Leverage your network and professional organizations for opportunities to share your experience and learnings. These events can be great for market visibility and networking as well.
  • Mentor: In addition to helping mentees on their career paths, I am always learning from them. A new college grad, for example, might share what’s important in terms of recruiting and retention—this information is invaluable and not easy to come by!

Sarita Kincaid is a tech media executive with a demonstrated ability to build and grow award-winning programs. She brings a data-driven approach to influencer relations with a focus on developing strong brand advocates and aligning them with sales programs.

Lisa Perry, Global Marketing Executive


Older leader/executive smiles while holding a tablet

As a global brand marketer, there are five things I do every month to stay relevant and advance my career forward monthly.

1. Set Intentional Goals: I set career goals for myself. I write them down, list out the steps that it will take to get there, and track my progress. For example, a year ago I had a goal of publishing a book. This week, I will have accomplished that goal, officially publishing my first book.

2. Thought Leadership: I'm leveraging my brand marketing expertise to create content that people find helpful and informative. I do this by writing one article a month, participating in a weekly LinkedIn Live executive table talk, and posting 2-3 LinkedIn, TikTok, and IG posts/videos a week.

3. Networking: I have a goal to expand my network, connecting with 50 new professionals every week, meeting 1-3 new people each week to see how we can help each other professionally, and being available to my current network of professional friends, to help in any way I can.

4. Reading: I haven't been much of a reader until this last year or so. I decided to change that and joined The Marketing Book Club driven by Musa T. The books are excellent and the discussions are insightful. I've learned so much from this talented group of individuals.

5. Learn New Skills: I love learning new skills and pushing myself into new and uncomfortable areas. Right now I'm learning as much as I can about the metaverse and how this will impact business growth in the future.

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 think a leader can stay relevant in their career and industry? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Stay Relevant In …

Executive Spotlight: Tips For Team Goal Setting & Business Planning



It's that time of year again! Companies are setting goals and finalizing their business plans for the next 12 months. Business leaders might have high-level goals for their organization, but each team within the organization must have its own goals it wants to achieve to make the high-level goals a reality, and a detailed plan on how to accomplish them.

We recently asked our leading executives to share their best tips for team goal setting and business planning.

Here are their responses...

John Schembari, Senior Education Executive


Have the team review performance data. What does the data say? Why is this important? What should we do next? To help in this analysis, the team can review its organization's mission, vision, and/or brand statement. Once the team has determined two to three main goals on which to focus within its strategic plan, consider department—or organizational—strengths, opportunities, weaknesses, and threats. What strengths does the team currently have to meet these goals? How might the team seize new opportunities to achieve success? How will the team compensate for its weaknesses and mitigate the potential impact of threats?

After, consider the milestones/benchmarks—data, artifacts/evidence, etc.—that will determine progress toward each goal, articulate what ultimate success for each goal will be, define who is responsible for each goal, and the time stamp when each goal will be met. Goals should be specific, measurable, achievable, relevant, and timely (SMART).

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Kathleen Duffy, Founder, CEO, And President Of Duffy Group


SWOT analysis concept

We began planning for 2023 in August. Our session was facilitated by an outside consultant who sent our 2022 plan to all participants and asked us to look at the SWOT. We met in person to update the SWOT; critical strategic issues were identified from the "W" section, and our strategic initiatives to support the critical issues were developed. A work plan was created for each strategic initiative with target dates for completion; we meet monthly to review the dashboard coloring our progress—red, yellow, or green. We also reviewed and updated our three-year metrics of success, such as company revenue, client retention, quality, and efficiency, to share a few metrics we collect.

Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company's vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.

Ana Smith, Talent Architect & Global Learning Strategist


OKRs (objectives and key results) concept

A quite popular and effective goal-setting framework for teams is OKRs (objectives and key results). They are an effective method for not only planning but also for measuring success on a team level. One shortfall at a company level is when they try to apply OKRs at an individual level.

The complexity that comes from setting individual OKRs generally leads to goals that are either not indications of meaningful progress or easily gamed. Instead, individual contributors should be assessed based on the extent to which their work contributes to team goals that add real value to the company and its customers.

Objectives and key results, or OKRs, have become one of the most popular frameworks for teams looking to plan and measure the success of their work.

With this system, leaders at each and every level of the organization start by:

  • defining high-level, qualitative, inspirational goals, called “objectives”
  • defining who will be the consumer of their team’s work, and
  • determining what behavioral changes, they would expect to see in those consumers that could be used to quantify whether the team is achieving its high-level goals.

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


Woman creates a budget plan at work

I believe every employee should know three things about the company they work for:

  1. Mission
  2. Goals
  3. Competitors

While we work in teams, our goals and business planning should align with the company’s objectives. Everyone must be working toward the same outcome.

Team setting goals and objectives should be measurable. This is my favorite part. As a part of the accounting/finance world, I am heavily invested in the company’s annual budget. The budget can drive an opportunity to develop metrics.

Budget Comparisons:

Ø Prior year actuals to current year’s budget

Ø Current year’s budget to current year’s forecast

I like to calendarize the budget. This means that I spread the budget out over 12 months. So I don’t have to wait until the end of the year to realize a problem or opportunity. This kind of analysis will drive something to talk about every month.

By capturing trends in your analysis, you can visualize past performance versus how you are pacing in real time.

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.

Mark Taylor, Product & Operations Executive


Team members set goals and create a business plan during a work meeting

It seems reasonable to assume that the tsunamis of work pushed our way in 2022 will not abate in 2023.

Setting goals and planning will be ineffective—the equivalent of holding one’s hand up against incoming tidal waves.

If planning is an attempt to manage overwhelm, a more effective practice is self-prioritization. Consider it the ongoing art of identifying and understanding those tasks that need to be done right now—and ensuring you stay half a step ahead.

Similarly, if goal setting is the company making sure they get value from you, delivering your tasks on a timely, accurate and complete basis—and presenting the results in an easily digestible form—will address this need.

Come the end of 2023, if you’ve identified and delivered strongly on those tasks that the business deemed important, you’ll be considered effective…

…and live to do it all again in 2024.

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Sarita Kincaid, Tech Media & Influencer Relations Executive


Team talks about goal setting and business planning during a work meeting

The most important rule of thumb when creating goals is to always align with the top business goals in your organization. These CEO-level goals are usually around revenue and market share growth but may also be, to a lesser extent, about brand, customer experience, or thought leadership.

Analyst and media relations professionals should always, especially in challenging economic times, ensure that their planning process starts with business goals to ensure that the value they bring contributes directly to C-level priorities. If top-level business goals aren’t being cascaded through the organization, interview relevant C-level executives to find out what they are being tasked to achieve.

Other than starting with organizational business goals as the guiding light of the planning process, I advise analyst relations professionals, in particular, against setting “counting” goals. These are metrics around the amount of outreach. Conducting 100 briefings a year isn’t significant if it doesn’t result in an increase in analyst perception, likelihood to recommend your company/product, or improved positioning in landscape vendor reports.

More on best practices for building an effective analyst relations plan.

Sarita Kincaid is a tech media executive with a demonstrated ability to build and grow award-winning programs. She brings a data-driven approach to influencer relations with a focus on developing strong brand advocates and aligning them with sales programs.

Lisa Perry, Global Marketing Executive


Goal setting and business planning concept

With the new year approaching, it’s time to set your business goals for 2023. Here are five things you can do to get ahead of the new year.

1. Analyze Past Performance - Before developing your business goals, it’s crucial to analyze past performance to determine the health of your business. The results can help provide a snapshot of what’s going on with your business. The time spent analyzing, strategizing, collaborating, and building consensus is a valuable part of the process.

2. Set Goals - Eighty-three percent of the population does not have goals. Fourteen percent have a plan in mind, but goals are unwritten, and 3% have goals written down. The 14% who have goals are 10 times more successful than those without goals. The 3% with written goals are three times more successful than the 14% with unwritten goals. Source. I recommend using the SMART or OKR framework. A SMART goal is specific, measurable, attainable, realistic, and timely. OKR stands for "objectives and key results."

3. Align With Company Objectives - Ensure your goals align with the company’s overall objectives.

4. Prioritize - Now that you have developed your goals, it’s time to prioritize them based on their urgency, value, and importance. Allocate your resources, time, and effort where they’re needed the most.

5. Track & Measure Results - Evaluate your progress towards your goals by tracking and measuring your results on a weekly or monthly review. Look at the progress you’ve made, what challenges you’ve encountered, and what you need to change or do next. Most importantly, celebrate the wins!

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.

What are your best tips for team goal setting and business planning? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: Tips For Team Goal Setting …