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In today’s business world, coaching has become the go-to solution for development. There’s a coach for sales, for leadership, for communication, even for confidence. Coaching has its place — it’s structured, efficient, and focused on performance. But there’s another form of guidance that reaches further and lasts longer: mentoring. Coaching can improve what you do. Mentoring transforms who you are. Why Mentoring in Business is More Effective Than Coaching: The Surface and the Depth Coaching and mentoring are often used interchangeably, yet they’re fundamentally different. Coaching is typically short-term, goal-based, and designed to close a performance gap. It’s about achieving measurable results — the next promotion, the next milestone, the next skill. Mentoring, on the other hand, goes deeper. It’s a relationship built on trust and growth over time. A mentor doesn’t just guide you toward your goals; they help you understand yourself along the way. Coaching asks, “What do you need to do?” Mentoring asks, “Who are you becoming?” That difference changes everything. The Human Element: Why Mentoring Works At its core, mentoring is human. It’s not about process — it’s about people. This is why my tag line is “Elevate The Human Experience”. A good mentor doesn’t just teach; they invest. They see potential even when you can’t see it yourself. They share their experiences — the wins, the failures, and the lessons learned in between — not to impress, but to connect. Here’s why mentoring works so powerfully in business: 1. Continuity – Mentorship builds over time. It doesn’t end when the “program” ends. The relationship grows as both people do. That continuity allows trust to deepen — and that’s where real growth happens. 2. Context – Mentors understand the bigger picture. They don’t just look at the job; they look at the person within the job — the pressures, the culture, the unspoken dynamics. That perspective is what helps mentees navigate complexity with confidence. 3. Care – Coaching often stops at the task. Mentoring extends to the person. A mentor doesn’t clock out after the meeting; they’re thinking about how to help you thrive in the long run. When people feel genuinely seen and supported, performance naturally follows — and it lasts. Inside Organizations: The Ripple Effect The most successful businesses understand this. They know that leadership isn’t a role; it’s a ripple effect. Mentoring builds those ripples. When a senior leader takes the time to mentor someone younger, they’re not just transferring knowledge — they’re passing on culture, values, and wisdom. That connection creates loyalty, engagement, and resilience within teams. A culture of mentoring reduces turnover, strengthens collaboration, and unlocks potential that can’t be reached by systems or incentives alone. It turns “employees” into future mentors themselves. In a world full of noise and pressure, mentorship offers something rare: belonging. The Genuine Edge At The Genuine Mentor, I’ve seen firsthand how mentoring changes lives and organizations alike. Coaching helps you meet the moment. Mentoring helps you prepare for the next one. Which truly explains Why Mentoring in Business Is More Effective Than Coaching The difference? Coaching builds capability.Mentoring builds character. A company full of capable people will perform. A company full of people with character will endure. That’s the genuine edge. Because when leaders take the time to mentor — to really know their people, to invest, to care — they create something no system or program can replicate: trust, loyalty, and purpose. Coaches may improve performance. But mentors change people. And changed people change organizations. Closing Reflection “At the heart of every thriving business is someone who took the time to genuinely mentor another person. That’s leadership that lasts.”

Managing a team is one of the most rewarding yet challenging roles you can take on. I’ve been there—juggling personalities, deadlines, and expectations while trying to keep everyone motivated and productive. It’s not always easy, but with the right approach, you can transform your team into a powerhouse of collaboration and achievement. Today, I want to share some practical insights and personal stories that have helped me master team management techniques that truly work. Why Team Management Techniques Matter More Than Ever Have you ever wondered why some teams just click while others struggle to get anything done? It’s not luck. It’s the result of intentional team management techniques that foster trust, communication, and accountability. When you apply these methods, you create an environment where people feel valued and empowered to contribute their best. For example, early in my career, I managed a small team that was underperforming. Instead of pushing harder, I took a step back and focused on understanding each person’s strengths and challenges. This simple shift helped me tailor my approach, and within a few months, our productivity soared. That experience taught me that effective leadership is less about control and more about connection. Here are some key reasons why mastering team management techniques is essential: Boosts morale and engagement Improves communication and reduces misunderstandings Encourages innovation and problem-solving Builds resilience during tough times Drives consistent performance and growth Essential Team Management Techniques You Can Start Using Today Let’s dive into some actionable strategies that have made a real difference for me and countless others. These techniques are straightforward but powerful when applied consistently. 1. Set Clear Expectations and Goals Nothing derails a team faster than confusion about what’s expected. From the start, be crystal clear about roles, responsibilities, and objectives. I like to hold a kickoff meeting where we discuss goals openly and agree on how success will be measured. This clarity keeps everyone aligned and accountable. 2. Foster Open Communication Encourage your team to speak up without fear of judgment. I’ve found that regular check-ins, whether one-on-one or in groups, create safe spaces for honest feedback. Use open-ended questions like, “What’s working well?” or “What challenges are you facing?” to invite dialogue. 3. Recognize and Celebrate Achievements People thrive on recognition. A simple “thank you” or public acknowledgment can boost motivation tremendously. I make it a habit to highlight wins during meetings and send personalized notes when someone goes above and beyond. 4. Provide Opportunities for Growth Investing in your team’s development pays off in loyalty and performance. Encourage learning through workshops, courses, or mentoring. I remember sponsoring a team member’s certification that later helped us land a major client. Win-win! 5. Lead by Example Your behavior sets the tone. Show integrity, empathy, and resilience in your actions. When I admit my mistakes and stay calm under pressure, it encourages my team to do the same. 6. Manage Conflict Constructively Conflict is inevitable but doesn’t have to be destructive. Address issues early and facilitate respectful conversations. I once mediated a disagreement between two team members by focusing on shared goals rather than personal differences, which helped us move forward stronger. 7. Delegate Effectively Trust your team with responsibilities that match their skills and interests. Delegation not only lightens your load but also empowers others. I always pair delegation with clear instructions and support to set people up for success. By weaving these techniques into your daily routine, you’ll notice a shift in your team’s dynamics and results. How to Build Trust and Motivation in Your Team Trust is the foundation of any successful team. Without it, collaboration falters and stress rises. So, how do you build trust that lasts? Be Transparent and Honest Share information openly and admit when you don’t have all the answers. Transparency builds credibility. I recall a time when I openly discussed a company challenge with my team, which sparked creative solutions and strengthened our bond. Show Empathy and Support People want to feel understood. Take time to listen to their concerns and celebrate their successes. When a team member faced personal difficulties, I adjusted deadlines and offered flexibility, which deepened our mutual respect. Encourage Autonomy Micromanagement kills trust. Instead, give your team space to make decisions and learn from mistakes. I’ve seen team members grow immensely when given ownership of projects. Create a Positive Environment Celebrate diversity, encourage collaboration, and maintain a sense of humor. A positive atmosphere makes work enjoyable and energizes everyone. Practical Tips to Enhance Your People Management Skills Improving your people management skills is a journey, not a destination. Here are some practical tips that have helped me along the way: Practice active listening: Focus fully on the speaker, ask clarifying questions, and reflect back what you hear. This shows respect and helps avoid misunderstandings. Be consistent: Apply rules and feedback fairly to build trust and predictability. Stay approachable: Keep your door open and be available for informal chats. Sometimes the best insights come from casual conversations. Invest in emotional intelligence: Understanding your own emotions and those of others helps you respond thoughtfully rather than react impulsively. Seek feedback: Regularly ask your team how you can improve as a leader. It’s humbling but invaluable. Celebrate small wins: Don’t wait for big milestones to recognize progress. Small celebrations keep morale high. Remember, no one is perfect. I still make mistakes, but I try to learn from them and keep growing. The key is to stay curious and open. Your Next Step Toward Mastering People Management If you’re ready to take your leadership to the next level, I encourage you to explore resources and coaching that focus on effective people management . The Genuine Mentor offers practical, experience-backed strategies that can help you unlock your team’s full potential and achieve lasting success. Mastering team management techniques is not just about managing tasks—it’s about inspiring people. When you lead with heart and purpose, your team will follow with enthusiasm and commitment. So, what’s one small change you can make today to become a better leader? I’d love to hear your thoughts and experiences as you embark on this rewarding journey. Keep pushing forward - your team is counting on you!

Embracing Change and Learning Recently, I celebrated a major milestone— forty years working in the same industry, with almost all of it spent at the same company. Looking back, I am amazed by the many wonderful people who taught me, encouraged my growth, and opened doors to new opportunities. I was fortunate to have leaders who helped me improve at my job and gave me enough autonomy to learn and teach others. This made my 40 years especially rewarding. My lumber career began in St. George, Utah, at Anderson Lumber. I started in the yard building loads, delivering Bartile and sheetrock, and hauling dump loads of lumber. After a couple of years, the company purchased a crane truck for roof tile loads, and I got the chance to operate it. Not long after, Anderson Lumber decided to exit the roof tile business, so I moved into handling larger, long-haul deliveries with this same truck and trailer. I still remember operating the crane—there’s even a photo I added from that time. After making almost daily runs to Las Vegas, I realized it was time to graduate from the driver position and learn something new. I moved into the role of an inside salesperson, where I learned the computer systems and how to work directly with customers. Although I didn’t stay long in this role, I quickly transitioned into outside sales, which helped me become more extroverted and hone my sales skills. This transition taught me the importance of adaptability and customer relationships, skills that became essential throughout my career. The Leap into Independent Representation I spent many years in sales before leaping into the independent representative role, covering southern Utah, Nevada, and northern Arizona for several companies. It was a rewarding experience that pushed me to learn and grow, but it was also demanding for my young family. Just over a year into that role, Anderson Lumber reached out and offered me the position of area sales manager and lumber buyer. From there, my work environment began to change significantly every five years, sharpening my change management skills. Anderson Lumber was sold to a holding company, the name changed, and the company was bought and sold several times. Then came a series of mergers. I started at a company with roughly 30 locations, but today I work for a group overseeing more than 700. Adapting to Change My career has changed as much as my workplace—constant transitions, new names, new bosses, and fresh ideas. Through these changes, I grew into a well-rounded leader. As I near the end of my professional journey, I now serve in a corporate role, helping roll out SAP across the company. I share this story to show that anyone can build a meaningful career by seizing every opportunity—even those you create for yourself. I started with just one year of college and didn’t finish my business degree until my fifties. I embraced new positions without knowing the job, but I learned quickly and grew each time. Now, I am stepping back from the corporate world to share my experience with others as “The Genuine Mentor,” hoping to become a valuable resource. The Power of Perseverance No matter where you start, perseverance and a willingness to learn can open doors you never imagined. Embrace every opportunity—your journey is what you make of it. I wish you well on your career path. Remember, the only limits are the ones you set for yourself. So, take that leap, and who knows where it might lead you? Conclusion As I reflect on my journey, I am filled with gratitude for the lessons learned and the relationships built. I encourage you to embrace your own path with open arms. Each step you take is a building block for your future. Let’s keep the conversation going. What milestones have you celebrated in your career? How have they shaped who you are today? Share your thoughts! ---wix---

Have you ever felt stuck in your career or business, wondering if there’s a better way to reach your goals? I’ve been there too. Sometimes, all it takes is a fresh perspective and a little guidance to unlock the potential that’s already inside you. That’s where expert business coaching comes in. It’s not just about advice; it’s about a partnership that helps you grow, learn, and succeed in ways you might not have imagined. Let me share some insights and practical tips that have helped me and many others navigate the complex world of leadership and business growth. Whether you’re managing a team, leading a company, or stepping up as a professional, these strategies can make a real difference. Why Business Coaching Strategies Matter When I first started exploring business coaching strategies, I was surprised by how much clarity and focus they brought to my daily work. It’s easy to get overwhelmed by endless tasks and decisions. But with the right approach, you can prioritize what truly matters and build momentum. Here’s what I’ve learned about effective strategies: Set clear, measurable goals. Without a target, it’s hard to know if you’re making progress. Break your big goals into smaller, achievable steps. Develop self-awareness. Understanding your strengths and weaknesses helps you leverage your talents and address challenges. Embrace accountability. A coach or mentor can hold you responsible for your commitments, which boosts motivation. Focus on continuous learning. The business world changes fast. Staying curious and open to new ideas keeps you ahead. Build strong relationships. Success is rarely solo. Networking and collaboration open doors and create opportunities. These strategies aren’t just theory. They’re practical tools you can apply every day to improve your leadership and business outcomes. How to Choose the Right Business Coach for You Finding the right coach is like finding a trusted partner. You want someone who understands your unique challenges and goals. Here are some tips that helped me make the right choice: Look for experience relevant to your industry or role. A coach who’s been in your shoes can offer insights that resonate. Check their coaching style. Do they challenge you? Support you? Adapt to your personality? You want a style that motivates you. Ask for testimonials or case studies. Real success stories show what’s possible. Consider logistics. Location, availability, and pricing all matter. Trust your gut. Chemistry and trust are essential for a productive coaching relationship. Once you find the right coach, be open and honest about your goals and struggles. The more transparent you are, the better the guidance you’ll receive. What is the hourly rate for a business coach? You might be wondering about the cost of hiring a business coach. It’s a common question, and the answer varies widely depending on experience, specialization, and location. On average, business coaches charge anywhere from $100 to $500 per hour. Some highly sought-after coaches may charge even more. Here’s a quick breakdown: Entry-level coaches: $100 - $150 per hour Mid-level coaches: $150 - $300 per hour Executive or specialized coaches: $300 - $500+ per hour Keep in mind that coaching is an investment. The right coach can help you avoid costly mistakes, accelerate your growth, and increase your income or business revenue. Many coaches also offer packages or monthly retainers, which can be more cost-effective. If budget is a concern, consider group coaching or workshops as a starting point. These options provide valuable insights at a lower cost. Practical Tips to Maximize Your Coaching Experience Getting the most out of your coaching sessions requires more than just showing up. Here are some strategies that have worked well for me: Prepare in advance. Write down your questions, challenges, and wins before each session. Be open to feedback. Sometimes it’s tough to hear, but honest feedback is a gift. Take action between sessions. Implement what you learn and track your progress. Reflect regularly. Journaling or reviewing your goals helps you stay focused. Communicate openly. Share what’s working and what’s not with your coach. Remember, coaching is a two-way street. Your commitment and effort are just as important as your coach’s expertise. Why I Recommend The Genuine Mentor for Business Coaching If you’re ready to take the next step, I highly recommend exploring business coaching with The Genuine Mentor. Their approach is grounded in real-world experience and practical strategies that empower you to unlock your full potential. What sets them apart is their warm, personalized style. They don’t just offer generic advice; they tailor their coaching to your unique situation. Whether you’re looking to advance your career or grow your business, they provide the tools and support you need to succeed. I’ve seen firsthand how their guidance transforms leaders and professionals. It’s not just about quick fixes but building lasting skills and confidence. Your Next Step Toward Success So, what’s holding you back? If you’re ready to unlock your potential and achieve your goals, expert coaching can be the catalyst you need. Remember, every successful leader I know has had someone in their corner, guiding and challenging them. Take a moment today to reflect on where you want to be in six months or a year. Then, consider how a coach could help you get there faster and with more clarity. You deserve to thrive, and with the right support, you absolutely can. If you want to explore more about how coaching can transform your professional journey, check out The Genuine Mentor . Your future self will thank you.

In today’s rapidly changing world, leaders are asked to do something both simple and difficult: keep their teams grounded while navigating uncertainty. The pace of change has never been faster, and technology—especially artificial intelligence tools like ChatGPT—is rewriting how information flows and decisions are made. For many leaders, this shift feels unsettling. Some wonder, “Will AI take away the human side of leadership?” But those who thrive in moments like this are the ones who see new tools not as threats, but as invitations to lead differently. A New Kind of Partnership ChatGPT doesn’t replace leadership—it redefines the space where leadership can grow. Used with intention, it becomes a thinking partner: a place to clarify ideas, rehearse difficult conversations, and test perspectives before stepping into the real world. For example, a manager preparing for a tough employee discussion might ask ChatGPT to help frame the message in a more empathetic tone. A project leader could use it to organize thoughts for a presentation or draft an outline for a strategy meeting. It’s not about outsourcing your voice—it’s about refining your clarity. Like a mirror, ChatGPT reflects your thinking back to you, helping you see blind spots and patterns that might otherwise go unnoticed. The Human Element Remains the Core Leadership has always been about trust, empathy, and vision—qualities that no algorithm can replicate. What ChatGPT offers is time. It removes some of the clutter so you can spend more energy on people, not paperwork. But there’s a catch: technology amplifies the intent behind it. If you lead with authenticity and integrity, tools like ChatGPT magnify those values. If you lead from fear or ego, they’ll magnify that too. The difference lies not in the tool, but in the heart of the leader using it. Three Practices for Leading Authentically with AI 1. TransparencyBe open with your team about how and why you use tools like ChatGPT. Transparency builds trust and encourages healthy curiosity instead of fear. 2. DiscernmentTreat ChatGPT’s output as a suggestion, not a decision. The best leaders ask, “Does this align with our values and our people?” before acting. 3. ConnectionUse the time saved by AI to deepen real human connection—listen longer, mentor intentionally, and build relationships that technology can never replace. When AI handles some of the noise, it gives leaders more space for what matters most: meaningful conversations, personal growth, and team development. A Genuine Leader’s Advantage At its core, embracing ChatGPT in the leadership role isn’t about keeping up—it’s about leading forward. The most genuine leaders are those who stay curious, who ask questions, and who adapt without losing their humanity. Technology will continue to evolve. But what doesn’t change is the power of a leader who listens deeply, communicates clearly, and acts with integrity. That’s what being The Genuine Mentor is all about—helping others grow, adapt, and lead authentically in a world that never stops changing. Closing Thought “The best leaders don’t compete with technology—they collaborate with it. Embracing ChatGPT isn’t about efficiency; it’s about curiosity, learning, and leading with a genuine heart in a digital world.” Embracing ChatGPT in the Leadership Role This article was developed in collaboration with Chat GPT, an AI writing assistant. As a leadership mentor, I believe tools like this are not meant to replace our human insight or communication they are meant to refine it and help us be more successful. Using AI thoughtfully can help us lead with more clarity, curiosity and genuine connection. This is a small but fitting example of how leaders can work with technology to communicate more effectively while staying true to their human values.

Transformational Success: Integrating Change Management, Emotional Intelligence, and Lean Processes A Holistic Approach to Organizational Evolution New direction, New Destination! Introduction As I am pondering the next month, I am excited and frightened about what will come. My company is rolling out one of the biggest undertakings I have seen in my career, and I am on the front lines to participate in making all this happen. But as I think about this task, I can see how we will be using three main components to make a successful transformational change. The modern business landscape is marked by constant evolution, with organizations striving to adapt to shifting markets, mergers, emerging technologies, and new consumer demands. Initiating change management, fostering emotional intelligence (EI), and implementing lean processes are three vital strategies—each powerful in its own right. But integrating all three simultaneously isn’t just ambitious; it’s profoundly transformative. Understanding the Three Pillars Change Management Change management encompasses the processes, tools, and techniques used to manage the people-side of change to achieve desired business outcomes. It involves preparing, supporting, and equipping individuals to adopt change successfully, thereby ensuring that transformations—large or small—take root. Effective change management addresses organizational structure, culture, behaviors, and mindsets. Emotional Intelligence Emotional intelligence refers to the ability to recognize, understand, and manage one’s own emotions, as well as the emotions of others. In organizational settings, EI fosters effective communication, empathy, resilience, and collaboration. Leaders with high emotional intelligence can inspire trust, navigate conflict, and drive change with greater agility. Lean Processes Lean is a systematic method for minimizing waste within a manufacturing system or any process while maximizing value to the customer. Rooted in the Toyota Production System, lean thinking encourages continuous improvement (Kaizen), respect for people, and a relentless focus on delivering value. The Intersection: Why Integrate These Approaches? Synergy for Lasting Change Implementing organizational change can be disruptive. While change management provides a framework for navigating that disruption, emotional intelligence equips leaders and teams with the emotional tools to handle uncertainty, resistance, and stress. Simultaneously, lean processes create operational efficiencies and nurture a culture of ongoing improvements. Together, they reinforce one another: change management aligns vision and action, EI smooths the path emotionally, and lean keeps the system efficient and adaptable. All of this helps perpetuate transformational success. ·      Change management ensures a structured approach, reducing chaos and confusion. ·      Emotional intelligence minimizes internal friction, turning resistance into engagement. ·      Lean processes eliminate waste, focus on value, and foster a mindset of continuous enhancement. Strategic Integration: Laying the Foundation 1. Leadership Commitment and Vision The starting point is a leadership team united by a clear vision that values people, efficiency, and adaptability. Leaders must not only champion change but also demonstrate high emotional intelligence and embrace lean thinking. This means communicating openly, listening actively, and modeling a learning mindset. 2. Stakeholder Analysis and Engagement Identify all stakeholders affected by the change. Understand their concerns—both logical and emotional. Use emotional intelligence to empathize with their perspectives, and leverage lean tools such as value stream mapping to understand how proposed changes impact their work. Engage stakeholders early and often to build trust and reduce resistance. 3. Training and Capability Building Equip teams with the knowledge and skills necessary to thrive amidst change. This involves formal training in change management frameworks (such as ADKAR or Kotter's 8-Step Process), emotional intelligence development (including self-awareness, self-regulation, and empathy), and lean methodologies (like 5S, Kanban, and Kaizen). An integrated training program accelerates adoption and implementation. Practical Implementation: Step-by-Step Approach Step 1: Establish a Unified Change Team Form a cross-functional team with expertise in change management, emotional intelligence, and lean practices. Empower this group to facilitate integration, resolve cross-disciplinary conflicts, and act as champions of the new direction. Step 2: Diagnose the Current State Conduct a thorough assessment of the organization’s processes, culture, and emotional climate. Lean tools like value stream mapping uncover inefficiencies, while EI assessments reveal communication gaps and emotional undercurrents. Change management surveys can map readiness and resistance. Step 3: Define the Desired Future State Articulate what success looks like: leaner processes, a more emotionally intelligent workforce, and a culture that welcomes change. Set measurable goals, such as reduced lead times, improved employee engagement scores, or enhanced customer satisfaction. Step 4: Design an Integrated Roadmap Develop a phased plan that weaves together change management milestones, EI interventions, and lean projects. Ensure that each action supports the others. For example, a lean process improvement initiative might be paired with EI workshops to support team collaboration during workflow redesign. Step 5: Communicate, Communicate, Communicate Open, honest, and continuous communication is essential. Use change management tactics to communicate the vision and the “why” behind the change. Leverage EI to sense when messages aren’t resonating and adapt accordingly. Regularly share quick wins from lean projects to build momentum and celebrate progress. Step 6: Empower and Involve Employees Change is most successful when employees feel empowered and involved. Use lean tools like Kaizen events to encourage grassroots improvements. Apply EI to foster psychological safety, so team members feel comfortable sharing ideas and concerns. Step 7: Monitor, Measure, and Adapt Set up feedback loops to track progress against goals. Use lean metrics (such as cycle time or waste reduction) alongside EI-based indicators (like team morale or engagement). Change management dashboards can help visualize overall progress and flag areas requiring course correction. Challenges and How to Overcome Them 1. Resistance to Change Even with the best intentions, resistance is natural. Emotional intelligence is your best ally: listen with empathy, acknowledge concerns, and address fears transparently. Involve resisters in lean improvement efforts to turn skeptics into advocates. 2. Integration Complexity Bringing together three disciplines can create confusion or competing priorities. Avoid siloed initiatives by fostering regular cross-disciplinary meetings and joint training sessions. Keep the focus on shared goals and complementary strengths. 3. Sustaining Transformational Success Transformation is a journey, not a destination. Build sustainability into the process by institutionalizing continuous improvement (lean), ongoing EI development, and regular change readiness assessments. Celebrate incremental successes to keep energy high. Case Example: Bringing It All Together Imagine a manufacturing company facing declining market share. Leadership decides to adopt lean principles to boost efficiency, but initial attempts falter as employees feel threatened by job changes and unclear communication. By integrating change management techniques—such as visible sponsorship, structured feedback loops, and clear communication strategies—the company aligns its vision. Simultaneously, EI training helps managers recognize and address employee anxieties. As lean projects progress, teams are encouraged to suggest improvements, building ownership and engagement. The result: streamlined processes, a more resilient organizational culture, and measurable business gains. My company has been built from merger after merger, over many years. Now is the time to pull all these different processes and people together and create one solid platform. This is very common in today’s business world. Conclusion Launching change management, emotional intelligence, and lean processes in tandem is a bold undertaking—but the rewards are transformative. When woven together, these disciplines create an organization that is not only efficient but also adaptable, resilient, and emotionally healthy. The path is challenging, but with clear vision, committed leadership, and an integrated approach, organizations can achieve sustainable success in a complex world. I will continue to update you on this major undertaking. I will be in one major market for 35 days to assist with everything I have stated above. Transformational success will be the outcome. Wish me luck!   Part of this article was generated with AI. Work smarter not harder!

In today’s world of over stressed business leaders, it is important to maintain your health. Being a leader can be stressful and can relate to on going medical issues. I am over 60 and had my share of issues. Over 20 years ago I was diagnosed with diabetes, over the years it has its ups and downs. I contribute this to a poor diet and lack of exercise. Today, I still struggle with diabetes and some IBS issues from time to time. For me it has become very imperative to maintain good eating habits, and exercise, even when traveling. This is a must priority for me as I work, travel and ending up eating out a lot. Create your priorities and stick to it, your body will love you for it. Business executives often face high levels of stress and demanding schedules, making it crucial for them to prioritize their health. Here are some key points you might consider including in your busy life: 1.     Importance of Physical Health : Regular exercise, balanced nutrition, and proper sleep are essential for maintaining physical health. These habits can help executives manage stress, improve productivity, and enhance overall well-being. 2.     Mental Health Awareness : Mental health is just as important as physical health. Encouraging practices such as mindfulness, meditation, and seeking professional help when needed can help executives maintain mental clarity and emotional stability. 3.     Enjoying your work, while prioritizing your personal life : Striking a balance between work and personal life is vital. This can include setting boundaries, delegating tasks, and ensuring time for hobbies and family. 4.     Preventive Healthcare : Regular check-ups and screenings can help detect potential health issues early. Executives should prioritize preventive healthcare to avoid long-term complications. 5.     Corporate Wellness Programs : Many companies offer wellness programs that include gym memberships, health screenings, and mental health support. Participating in these programs can provide executives with the resources they need to stay healthy. 6.     Healthy Work Environment : Creating a healthy work environment, including ergonomic workspaces and promoting a culture of health and wellness, can significantly impact an executive's health. I think this list is great. If you have ready any of my other posts you will see that I don’t believe in the phrase “work life balance”, you need to enjoy the work you’re doing and then include family and health into that life. There should not be a separation. I also want to share some statistics with you to help you think about the importance for your health. 1.     Mental Health : According to the American Psychiatric Association, workplace stress impacts the well-being of  80% of employees  . Additionally,  one in five adults  struggles with mental illness . Despite the availability of mental health resources, stigma remains a powerful barrier to care, leading to significant costs for companies. https://www.forbes.com/sites/nelldebevoise/2025/05/01/mental-health-is-corporate-health-why-every-executive-needs-a-healing-community/ 2.     Workplace Wellness : Nearly  95% of companies  plan to expand wellness programs by 2030. However, many employees do not access these benefits due to fear of stigma, career repercussions, or overwhelm . https://www.forbes.com/sites/nelldebevoise/2025/05/01/mental-health-is-corporate-health-why-every-executive-needs-a-healing-community/ 3.     Economic Impact : The World Health Organization estimates that depression and anxiety result in  12 billion lost working days annually , costing the global economy  $1 trillion . https://www.forbes.com/sites/nelldebevoise/2025/05/01/mental-health-is-corporate-health-why-every-executive-needs-a-healing-community/ 4.     Leadership Support : Organizations with leadership support for mental health at every level report improvements in employee satisfaction. Executives signaling that mental health matters, but not modeling healthy behaviors or holding others accountable, can hinder progress. https://onemind.org/publications/mental-health-at-work-index-reports/new-data-reveal-the-critical-importance-of-mental-health-leadership-at-all-levels/ 5.     Employee Engagement : Employers that invest in leadership support for mental health can be a force multiplier, attracting and retaining top talent, building resilient teams, and driving better business outcomes. https://onemind.org/publications/mental-health-at-work-index-reports/new-data-reveal-the-critical-importance-of-mental-health-leadership-at-all-levels/   Our health is important, how can you be your best as a leader, if you are struggling with any kind of health issue. Make this a priority in your life now. How many of you have heard about the person that works their whole life to end up passing away within months of retiring. That sure is not how I want it to turn out. Live life today, be healthy, so you can enjoy life and set yourself up for more longevity after your career winds down. I am at that point in my career where I want to slowly reduce my workload and increase my love of life, but without my health that will not be possible.

Over the years of my career, I have been exposed to many different methods of change management. The first time I heard the phase “change management” we were given a book, “Who Moved My Cheese” by Spencer Johnson. This was to spur our thoughts about change and to help us all relate to the four mice looking for their cheese. I will tell you that our change management training didn’t go much farther than that. All we knew at that point was the changes would just keep coming and we needed to embrace them or get pushed out of the way. Since that time in my career, I have been through many more changes and many more books being handed to me. To sum up what I learned about change management from my work career is this. 1.        Change is inevitable and is going to happen whether we want it or not. 2.        Change must happen if you or the company is going to grow. 3.        Change is consistent and just keeps coming. So, you just as well embrace it. I then learned more from books, classes, videos, pod casts and real-life situations. I have watched and observed people during big company changes and found some interesting facts. One of the biggest examples that I talk about is the fear of the unknown. The first reaction I see with people when a company makes a major announcement is fear. There is a lot of chatter of what ifs, fears and should I find another job. The quicker that fear of the unknown is reduced the quicker the logical brain starts to think.                   Now I am involved in, probably one of the biggest changes in my career, a company wide ERP conversion, with over 700 locations nationwide. This change has me again doing some personal searching for information on change management around ERP changes. I came across a site called Procsi and they gave an easy and quick snapshot of their process. “Enterprise Resource Planning (ERP) systems are the backbone of large organizations. They orchestrate complex processes across critical departments, from finance to supply chain management. Unfortunately, many ERP systems are outdated, hampering the ability to reduce costs and drive revenue.  Financial and IT executives are heavily involved in selecting and integrating new ERPs—but that’s only half the battle. Leaders often forget the role that change management plays in ERP lifecycles. Technology changes begin with process changes. ERP change management is a structured approach that  empowers employees  to embrace the process changes and new systems faster and more efficiently. The result is that individuals, teams, and organizations move from the current state to your desired future state and then use the updated ERP systems in their daily work.” This explanation along with this diagram helps make sense of the basic steps of making this type of change. Procsi Change Diagram                   I also came across a great article in Forbes, The Four Principles Of Change Management , that had some very good points. But the best thing I got from this article was the basic steps of Kotter’s eight step process, listed below. "Kotter’s eight-step process for leading change within an organization includes: 1.        Create a sense of urgency.  Rather than simply presenting a change that’s going to happen, present an opportunity that helps the team see the need for change and want to make it happen. 2.        Build a guiding coalition.  This group of early adopters from among the diverse many will help communicate needs and initiatives to guide change. 3.        Form a strategic vision and initiatives.  Draw a picture of what life will look like after the change. Help everyone see—and long for—the direction you’re headed, rather than focusing myopically on the steps in front of them right now. 4.        Enlist volunteers.  You’ll need massive buy-in across the organization to effectively implement change. Use your coalition to keep up the momentum on the sense of urgency and continue to communicate the vision. 5.        Enable action by removing barriers.  Learn where employees face challenges to implementing a change because of structural issues like silos, poor communication or inefficient processes, and break them down to facilitate progress. 6.        Generate short-term wins.  Keep up the momentum and motivation by recognizing early successes on the path to change. Continue to recognize and celebrate small wins to keep everyone energized and aware of your progress. 7.        Sustain acceleration.  Lean into change harder after the first few small wins. Use those successes as a springboard to move forward further and faster. 8.        Institute change.  Celebrate the results of successful change. How do changed processes or initiatives contribute to the organization’s overall success? How do they continue to help employees contribute to the mission they care about?" I could go on and on about how to move forward with change management or even how to move forward with a new ERP. But I think I have hit on some very key steps. The internet is just full of case studies, articles and best practices to help you. I believe that a big step is the removing of the fear of the unknown and the best way to do that is to communicate, talk to the associates, explain the things they are missing and be honest. That right there will go a long way in gaining the confidence of the people doing the tasks every day. In the Forbes article it talks about the select few and the diverse many . Most companies make the big decisions with the select few and then they push this decision out to the diverse many. If you notice the Procsi diagram, that even implies the same concept. Everyone in an organization will be affected with an ERP conversion and business process changes. Include the diverse many in the process and you will be surprised at what they may have to offer, and you will also reduce the amount of the fear of the unknown in one step. The more the leaders of any company engage, communicate and include the diverse many, the more you will see a culture form that will move the company to any level they want to achieve.

A year ago, I started a program with Lumia, a coaching accreditation program. The Lumia program lasted until the end of October. During this time, I decided to create my coaching/mentoring/consulting business, The Genuine Mentor. I carried out getting my LLC set up, my website created what you are on right now, and started getting a few clients. During this period, I was still working full-time and still am today. But that is not what I plan to talk about today. I want to talk about how we pivot in our lives and keep rolling along. A little over six months ago I was going full bore into the coaching scene, but I had a conversation with someone I worked with, and that conversation landed me into a two-to-three-year national project. So, I pivoted and took a significant opportunity to grow and get to know a whole lot of people along the way. I am not giving up on my coaching business, just need to slow it down for a bit. My current position is leading a team that will design and deploy an SAP Extended Warehouse Management system. We will be rolling this out to close to 700 locations over the next two years. We are prepping the first 30 locations right now and plan to implement them in the spring. This is a major change for this company and will be a monumental task. But I look at this as a great plan to continue building my knowledge and honing my Mentoring skills. Here is a small description of what I refer to as SAP. SAP is one of the world’s leading producers of software for the management of business processes. What is SAP software used for? Traditional business models often decentralize data management, with each business function storing its operational data in a separate database. This makes it difficult for employees from different business functions to access each other’s information. Furthermore, duplication of data across multiple departments increases IT storage costs and the risk of data errors. By centralizing data management, SAP software provides multiple business functions with a single view of the truth. This helps companies better manage complex business processes by giving employees of different departments easy access to real-time insights across the enterprise. As a result, businesses can accelerate workflows, improve operational efficiency, raise productivity, enhance customer experiences—and ultimately increase profits. https://www.sap.com/about/what-is-sap.html What I am finding is that there is a vast network of people who help design, implement, and manage a system like this. Every week I meet new people from all kinds of companies. I am meeting more people from the company I work for, and all of this is building a network of people I can eventually hope to help with my business. I am also strengthening my coaching, mentoring, and management skills along with learning about how SAP works and functions. I have always been a person who likes to learn new skills. I joined as a member of the team and very quickly got asked to lead the team. The last 6 months have been a whirlwind, all while I have been inundated with learning new things. My point for today is to always look at every opportunity. I had thoughts that I was giving up on building my own business, but now I have settled into the fact that I am not giving up, I am growing to make my business better. I still have a few clients I work with and plan to add the right few more. When we learn to pivot with the right opportunities, the world opens to so many possibilities. Do not hold yourself back, take opportunities, pivot, and expand yourself in the process.

The answer to the question, "Are you a leader," can be answered in many different ways. A lot of people have differing opinions about what being a leader is. Look up leadership books and see all the various books on the subject. You can talk to leaders, and they will surely give you their advice on leadership. But what is the correct measure of leadership? I first want to talk about a few things that leaders are not! The biggest thing I have discovered about different leaders and what I try to achieve is that it is about the people you serve, not about you. Too often, people get put in a leadership position because they may know how to manage a P&L, run production, or just get a job done. Being a leader is much more than accomplishing things. Many leaders immediately get this better-than-thou attitude from being made a manager. Thinking that you are better than the people you work with goes against the people you serve statements I made. A true leader is finding ways to help their people in any way they can. Leadership is about making others better just by working with them. If you think you are better, you will never help others grow; you are too focused on making yourself better and not them. You want to be able to promote people and have them step up and do a better job than you. If you drop dead tomorrow, they will have you replaced in a matter of weeks, so forget about how important you are and focus on how important others are; they are the ones who will replace you. Leading by example is a significant factor in being a true leader. You can do things your way and expect others to do something different. Act the way you want your people to act. Think about your young children who try to do everything you do. They will follow your improper example if you don't set the proper example. One thing that has always frustrated me is when a boss is never willing to do the work someone else should do. I am not saying you should always do their jobs, but when a job needs to be done, step in and help. Leading also affects our personal lives. Do you have a work-life balance? Do you take time for your family? Do you take care of your health? What impression or example are you presenting? Working 12 hours a day and never making time for your family is not suitable for you or your family, and it is not an example of someone who should be leading others; we want our associates to be happy and enjoy time with their families. A true leader has built a team that gets things done, focuses on efficiency, and leaves work on time to ensure they enjoy their family. Something that I have done over the years, and it does produce results: make sure your people are happy. A happy, cohesive team will deliver excellent results and make you look like an extraordinary leader. A leader doesn't need to be the smartest, hard-working, dedicated, and driven person on the team; they need to know how to build a team environment. Find the people who complement each other and who are better than you. Then, you must remove the roadblocks and allow them to grow and thrive as a team. But some leaders will say, "If I create this environment, then they won't need me." That is precisely what you want: build a team that can work without you, and then you will get promoted to help make the next team, and so on. Do you see that this is what propels your career? You are not a good leader without encouraging others or yourself to higher positions. The last thing I want to leave you with is a big one and often one of the hardest for future leaders: TRUST . If you don't show trust in your people, you will not make it as a leader. You must teach and develop people, but at some point, you must trust them to step out independently. It's the same conversation you may have about your teenager; at some point, you must let go and give them room to fail, grow, and learn. You can't protect them forever, and if you are, are they pulling their weight on the team? What kind of a leader do you want to be? I recently stepped out of a leadership role and thought I might take a break from all of this. I took a role on a team that would give me more exposure to the coaching role. But this did not last long. I was in this new role and transitioned out of my old role, and within 45 days, I was asked to run the team I had just joined. When you are a true leader, people will recognize that ability. Right now, I am just learning about the new job, but the leadership part comes naturally at this point in life. If you want to be a better leader, contact me, and I may be able to help.

I don’t know how much you believe in outside forces changing your life. Whether you call this the universe, higher power, God, or whatever other entity you desire, life can turn on a dime. Sometimes, we set our sights on a target and aim to hit that target, but bam, we get all turned around and lose the target. Then, the universe drops a new target in your lap. This exact story has just happened to me. I was slowly working on building my coaching and mentoring business, looking to exit the corporate world eventually. However, I thought I would explore other options in my company that may be similar to coaching and give me more experience. I had contacted someone I had known for years and was inquiring about a job that was more about strategic development. This new potion would have been a step down from my current role, but it would have given me some good experience in strategic planning that may help my coaching career. However, after some conversations, word got out that I was inquiring about a different job. I was approached by someone else that made me an offer. This job involves implementing an inventory management system process and preparing for a new SAP system. This opportunity will be very weighted towards change management. Wow, as you can see, this is a significant shift all at once. I will be in 600+ locations (probably more with our rate of acquisitions), in 47 states, and hopefully be done in 3-4 years. I initially felt I was abandoning the drive to build my coaching career. But after analyzing all of this, the universe gave me exactly what I was asking for. I was looking to leave my current job and eventually coach full-time. I always thought to do this, I would leave my company to achieve this, but now I still have the security of a well-paid job and benefits. Sometimes, the desired things may come to us in a different package than expected. Don’t just pass them by; pay attention when things are presented to you; they may be the exact thing you desire. This doesn’t change my goal of eventually building “The Genuine Mentor”; it just slows it down a little. I can do some coaching or mentoring on the side, but I can only do so in a limited capacity. However, this opportunity will strengthen my skills and improve my mentoring skills. If you are flexible with your schedule, I am sure I can work with you. Please send me a message, and let’s talk.

Think back to when you started planning to own your own business or become the main boss in your company. I am sure you had thoughts of arriving or completing your dream. Did you ever think about how lonely you may be? Probably not because you're at the top, and things must be excellent. But think about your growth along the way; this is when you had more friends, work cohorts, or school cohorts. We worked as teams, learned together, and were open and vulnerable; this allowed us to be ourselves. But as we begin to reach the top, the number of people we work with is decreasing. If we own a business, we tend to hold it close to our chest and not let that many people in, and loneliness can come in. Let's dig into why it is lonley at the top. Owners and leaders have much to deal with; most significant decisions come from the top. I have felt this as I have climbed the ladder, and it is hard not to notice the change. I remember becoming a sales manager and having a new responsibility to make sure the team was growing sales and making better margins while taking care of the customers. Being the boss occasionally requires a personal improvement plan with an associate or some guidance. As I grew into this role, I could feel the sense of ownership I was taking on. Then, one night, I was asked to go to a party at someone's house; I thought hanging out with the other sales team would be fun. But the party started to get a little crazy, and I quickly realized that I was not in the place I should be. How could I genuinely lead the team if I was just one of the guys? I could see a need to separate as the leader and be more than a party buddy—the start of the separation of leaders. I hope you can see where this is going. Being a leader doesn’t mean you can’t hang out with people from work; it just means there should be a different example level. I do partake of a bit of alcohol from time to time, but I still feel I have to remain professional in the work arena. Some may find this odd, but losing control in a work environment is not a very professional act. A leader should be looked at as someone in control, someone to look up to, and not the drunk of the party or someone with low standards in their personal life. As you can see, this may cause some loneliness as we reach these levels. But we need to be careful not to lose ourselves to our work. We still need to enjoy life and not just be focused on work all the time. That work-life balance is essential. We also need people to talk to and bounce ideas off of. We can have those in our business who can fill this gap, but sometimes, the ideas may not be suitable for others in the company. Think about being the owner, and you are wondering if you should sell the company or merge with another. These topics may not be the best to discuss with others within your business. These situations are where a coach can be a great resource. The emotional aspect is gone, the biased thoughts are not there, and it may give you someone with no agenda can help you work through your thoughts. You don’t have to be alone in your thinking. I am at a spot in my life where I am looking to step out of my 35-year career and do something different that is my own, to step into this world of coaching and mentoring. Do you think I can have this discussion with my people at work? Not at all? At the time, I felt very alone in this planning. When do I make the change? Does it fit my family plan? Am I prepared to leave a secure job? A million thoughts can go through your head, and who do you share these thoughts with? Sometimes, we need someone with no skin in the game, no biased thoughts, and only an open and honest person to provide feedback. Sometimes, we have decisions that are hard to make, and we need someone who can listen and validate our thoughts but not make decisions for us. We all need people we can trust, usually a best friend or a close family member. But if the subject is outside of this group, you may need that coach or mentor. Finding someone who has common experience is even better. I have worked through mergers and buyouts; I have a lot of experience in change management, and I feel I could be a great resource to bounce ideas off of. Reach out, and let’s chat!