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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!

This year, I turned 60, which has me thinking about what retirement will look like. I don’t ever see myself not doing something, so this is why I have started my coaching business. I want something I can continue to do into my retirement years and still allow me the freedom to set my schedule. I have mixed emotions about this. First, I am excited to move on and write another chapter in my life, and second, I am scared to step away from my secure work lifestyle. The fear of retirement brings me to this article: the fear many men have of losing their identity as flourishing professionals. There is much truth to the fear of retirement that men often don’t retire and keep working. Others may fall into a depressed state or lose the desire to reinvent themselves. I have heard people say, “Oh, he just needs to keep working; it is all he has, and if he stops, he will probably die.” It is so sad that our lives are so wrapped up in work that we can’t continue without it. My work has become a big part of my identity, and without it, who am I? Today, I am reinventing myself into who I want to be over the next 30 years. I can tell you that it is not easy. We have all been conditioned to work until we maximize our Social Security, and then we stop doing everything. Usually, by then, our health is not the best, and retirees end up sitting around the house. I plan to maximize my retirement years, staying active, eating right, and working on a plan to maintain my health the best I can. Last week, I was on a call about how the Japanese culture has put mentors in place to help Japanese men transition into retirement. The Japanese take extreme pride in supporting their families and work daily to achieve this. It is often that the type of work is very manual and strenuous. As they leave this lifestyle, they feel lost and unsure of what to do. I have watched my father do the same thing. He owned a ranch and worked hard every day; he worked until he couldn’t get out anymore. Now, at the age of 93, he still lives on the ranch but has not found any hobbies other than wondering if my brother is getting all the work done. I also read an article recently from Psychology Today “But for many men, things start shifting when we reach a certain age. Sometime after 50 or 60, maybe even 70, someone begins to let us know that it’s time to step aside and make room for the next generation. Or maybe we’re abruptly shown the door. However it happens, we are left to begin the search for mastery and meaning in new ways. It’s what I call Chapter X. To move from a laser focus on our career into something that looks like a down-shift or even “retirement” requires creative thinking and a new kind of bravery. That’s especially hard on men because we’re supposed to be driven, aggressive, tough, risk-taking.” https://www.psychologytoday.com/us/blog/financial-life-focus/201909/why-men-struggle-when-its-time-retire From this article, downsizing is something that will happen to me in the near future. I have been an executive in a corporate business, and I fit that driven part, and soon, I want to wind down and do more for others. But looking at downsizing your career or even ending it isn't easy. I want to shift my career into coaching and mentoring; yes, I will retire from a well-paid and secure job. I am also stepping down from a place of status. This isn’t easy, but I am working through it. In an article from Forbes, it has some great pointers to ease into retirement. “From a mental, physical, and financial perspective, there is a strong case for phasing into retirement. Financially, the benefits are many. Instead of flipping a switch from accumulation to decumulation, maybe you stop contributing to your retirement accounts but let them grow in this first phase before turning the income spigot on. Perhaps you delay taking Social Security retirement benefits a bit longer, increasing what is likely the only source of fixed income most have with an automatic inflation-adjusted increase. Physically, you’re more active for longer, and mentally, your identity shift becomes more of a journey than a cliff dive. Never stop “working.” Part of this first phase in retirement might even be taking on a role for lesser pay that feels more closely related to your true identity rather than the utilitarian approach to work that maximizes pay for time. I have clients who’ve used this retirement phase to teach at the college level, write a book, tend a farm, and start or partner with a non-profit that serves a near-and-dear cause. Even if you choose or are forced to give up a job, some form of work may still be the key to a healthy retirement. This is why I encourage all, and especially retired clients, to stay active in annual goal setting. Even if the goals are to visit each of the grandchildren at college, craft a vacation for the extended family, or lead a study at church or synagogue—it’s less important what these goals are than why you pursue them.” https://www.forbes.com/sites/timmaurer/2023/09/24/scared-to-spend-overcoming-the-retirement-cycle-of-fear/?sh=6943b1d86c5f There are many ways to ease into retirement and make the most of our time. My thoughts are focused on giving back to others rather than giving to the corporate world. If you are in a similar situation, I will coach you through it. Reach out to me at http://www.thegenuinementor.com and schedule a section.

The Summary of Who is Steve: I am hardworking and have a diverse and extensive career, particularly in the lumber business. I started from humble beginnings on a ranch, worked in the oil fields, and then transitioned to the lumber industry, where I held various positions over the years, including sales, management, and executive roles. I have experienced mergers, acquisitions, and the challenges of managing a publicly traded company. Throughout my career, I emphasized the importance of caring for people, growing managers, and fostering a positive work environment based on trust, integrity, and teamwork. This article is by far the hardest thing I have ever written. I have never been the guy who likes to brag about myself or even talk much about my success. I have always been humble and hoped my actions would speak louder than my words. Now that I finally want to talk about myself putting the words on paper is difficult. So here goes: Who is Steve? I grew up on a ranch just outside a small town on the Utah and Wyoming border. I learned to work hard, respect my elders, and be kind to everyone. Some would say that I had a very old style of upbringing, but I thought it was great. My Dad taught us to fix, build, and care for whatever needed to be done, not wait for someone else to do it. My first jobs outside the ranch were in the oil fields in Wyoming. The weather was harsh, the work was hard, and the hours were long. You had to be tough to work in these conditions, but the pay was very good. I owned a car and a truck before I was even 21. As the oil field work started to stop in the mid-80s, I was out of work for several months, which pushed me to make a move. In the Spring of 86, I moved to St. George, Utah, out of the cold and winter. St. George is where I began my career in the lumber business. I spent my first two weeks loading roof tile on new homes in the 95-degree weather. I quickly moved into driving a truck. From here, I can't even list all my jobs over the last 38 years. I took any job I thought would advance me into a better position and pay. I was mostly in sales and sales management during this time in St. George. I helped open a new lumber yard and a window center in Las Vegas. Also, this time included our first merger with a larger company. I was one of several people who spent a lot of time going to North Carolina for training. We were a group that did much of the change management over the years. In 2005, I moved to Salt Lake to take the role of Distribution Manager over 7 locations. This position was one of the biggest challenges of my career. I was managing tenured managers who had a lot more experience than me. I quickly learned I had to provide something to help them in their career, or I was disregarded. I attended a 10-day executive manager course at the Darden School of Business at the University of Virginia during this role. This course helped me improve my understanding of management. We also went through another merger with a company from Great Britain. This merger put us in the public trading world and made many changes in our company. Again, many changes and changes in management are going on during this time. 2008, the housing downturn came, and our owner spun one-third of the businesses into an investment and holding company. The following two years were a growing time for me, and I learned how to rebuild the business from this group of people. I held multiple jobs during this time and did whatever was needed or whatever I asked to help rebuild the company. In 2013, this investment company successfully created an IPO and rolled us out to the public with an opening offer of $14. As you may know, this changed our business again. Managing a public company versus a private company is two different worlds. In 2015, my change management skills were called upon again, with another large merger. This merger doubled the company's size and pushed our stock prices up. Things were looking up. I held many different positions during this time, and after this merger, I was back managing 8 locations. We also closed several locations and merged them. One of my biggest accomplishments was merging two locations that had been the largest lumber yards in the state. This restructuring was an 18-month process, and today's location rivals markets like Atlanta, Houston, and Dallas. Then, in 2020, I was involved in the most recent merger. This merger was big; it is still evolving and growing four years later. I manage many millions in my group and oversee nearly 500 people. By the way, our stock price is holding around $200 a share. I guess that shows we are doing something right. Hopefully, this short article will give you a little idea of my 38 years of learning. The one thing I have dug into is how to influence people and grow managers. I believe that you should take care of your people, give them a future, and make them feel like they are part of something, and the rest of the business will take care of itself. You still have to manage your business, but it is much easier when you have a team that wants to be there and wants to make a difference. I believe in building trust, integrity, open-mindedness, servant leadership, and teamwork. If you create a team based on these principles, pay them what they are worth, and give them a future, you are on the winning side of high-performance leadership.

Over the past years, the growth of coaching has exploded. Prior to the COVID-19 pandemic, people were beginning to engage with coaching in their private lives, and companies were starting to integrate coaching into their HR practices, but after the pandemic, it just exploded. An article from SHRM states, “Virtual Coaching Takes Off.” “A study by the International Coaching Federation (ICF) found that the number of coach practitioners around the world grew by 33 percent between 2015 and 2020. The number of leaders and managers in organizations who used coaching services rose by an estimated 46 percent over the same period.” This is a perfect example of how coaching is growing. Some specific trends are emerging from this growth. Forbes states in their article “15 Professional Coaching Trends From Past Year Will Carry Into 2023” “ Many new trends in professional coaching emerged in 2022, thanks to new technology and changing industry standards. These exciting new developments came about as businesses explored alternative work models and the growing adoption of tools such as artificial intelligence and virtual reality. Now, they will help shape the coaching industry in the year ahead.” Even with this growth and emerging trends, there are still some confusing factors around coaching. When I meet with someone for the first time, I often get, “Well, how are you going to fix me?”. Let’s talk about the difference between coaching vs mentoring. The International Coaching Federation (ICF) describes it like this: “Coaching is… Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Coaching is not … • Mentoring. A mentor advises a less experienced professional drawing from the mentor’s personal experience. Instead, coaching taps into the inner wisdom of the client to set their own path. • Therapy. While therapy addresses mental illness or explores issues from a patient’s past, coaching is solutions-oriented with a focus on the future. • Consulting. A consultant advises a person or organization on a strategic approach driven by expertise in a field, whereas a coach is a partner in heightening awareness and clarity to help a client find their own solutions. As you can see, coaching has a very specific definition. My business name is “The Genuine Mentor.” I Coach in general and Mentor around specific subjects, but I am not a therapist or a consultant. In our first session, we will determine which method is right for your plans. Mentoring is a longer-term agreement, but coaching can be periodic sessions when you see fit. From ICF “Inspiring Change” I have 25 years of experience coaching managers while working for the same company over the past 35 years. Currently, I am in the process of getting my ICF accreditation to advance my skills. The process of getting a PCC accreditation designation takes almost a year of class work and 500 hours of coaching, independent of my current company. The ICF credentials show dedication to the coaching position and, hopefully, a sense of credibility with the clients. To get my 500 hours, I am offering a discounted rate.  Once I gain the accreditation, my rates will go up. To conclude the discussion of Coaching vs. Mentoring, there is a difference between the two processes. Both are a relationship between the coach and client, and there must be trust and openness. Either process is designed to help the client achieve something they desire. This partnership may include some hard conversations. I am “genuine” in my views and conversations. I will work to dig out the reality of what you may or may not want to hear. In my years of management, I have learned that being open and honest, regardless of how hard to hear, is the only way to help people grow. Steve

Effective communication and leadership are paramount for success in the dynamic and fast-paced business world. One tool that has proven invaluable for fostering growth and productivity is the practice of one-on-one meetings between business managers and their team members. In my time as an Area Manager, one-on-ones were the key to keeping up to date with my managers, and it helped me get to know them on a much more personal level. Let's delve into the benefits of these personalized interactions and why they are crucial in achieving organizational excellence. 1. Individualized Guidance One-on-one meetings provide a unique opportunity for business managers to tailor their guidance to each team member. Managers can provide personalized advice and support by understanding individual strengths, weaknesses, and career goals, ultimately helping employees reach their full potential. 2. Open Communication Employees may hesitate to voice their concerns or ideas in a group setting. One-on-one meetings create a safe space for open communication. This environment fosters honest discussions, allowing managers to address issues early on and build trust with their team members. 3. Performance Enhancement Regular one-on-one meetings enable managers to monitor individual performance closely. By providing constructive feedback and discussing areas for improvement, managers can guide employees toward achieving their goals and contribute to the organization's overall success. 4. Employee Engagement Employees who feel heard and valued are more likely to be engaged in their work. One-on-one meetings demonstrate a commitment to understanding each employee's unique needs and aspirations, boosting morale and motivation. 5. Goal Alignment These meetings serve as a platform to align individual goals with the organization's broader objectives. Managers can create a more cohesive and goal-oriented team by ensuring that every team member understands how their work contributes to the company's overall success. 6. Conflict Resolution In the course of business, conflicts are inevitable. One-on-one meetings provide a private space to address and resolve disputes promptly, preventing them from escalating and negatively impacting team dynamics. I have found that this is a fundamental process with merging companies. 7. Professional Development In one-on-one meetings, managers can discuss professional development opportunities, training programs, and career paths. Allows time to follow up on the progress of development. This process shows a commitment to employee growth and helps retain top talent within the organization. 8. Employee Well-being Beyond professional matters, one-on-one meetings also offer a chance for managers to check in on the well-being of their team members. This human touch fosters a supportive work environment and can contribute to employee satisfaction and retention. This act helps foster the human experience and is excellent for people who work remotely. 9. The Leadership Benefit The benefits to the leadership group beyond the individual can be positive. The leader gets the opportunity to learn more about their direct reports. They get to develop a more personal relationship. They better understand their talents and how they can best fit into future roles. For me, the ones-on-ones provide: A benefit to be more in tune with my team. Better understanding their needs. The help they need, when in a timely manner. It very much plays into the servant leadership model. In conclusion, the benefits of one-on-one meetings for business managers are far-reaching. Just some advice: don't turn these one-on-ones into a planning meeting. One-on-ones should be a more personal meetings. If you always discuss daily tasks, set another planning meeting outside your one-on-one. These personalized interactions are pivotal in creating a positive and productive workplace culture, from enhancing communication to fostering individual growth. As businesses strive for success in an ever-evolving landscape, prioritizing one-on-one meetings can be a strategic investment in the team and the organization. We can build specific training for your organization if you want to develop a one-on-one program in your company. One step to understand is that this process works best with leaders who have direct reports. If your organization rolls up to one person, we can also help build your organization structure while developing the one-on-one program.

"Trust is the bedrock of successful leadership. Servant leaders build trust by demonstrating authenticity, transparency, and a genuine concern for the welfare of their team, trusting the team solidifies the bond. This trust forms the basis for strong, enduring professional relationships." Steve Feller I wanted to expand on the subject of TRUST in leadership. To grow into a successful leader, you must first trust yourself, this is the first key factor. Stephen M. R. Covey says, "To build trust with others, we must first start with ourselves." We may think we trust ourselves, but are we outwardly displaying the form of trust people seek? We need to show our vulnerability to our team, be genuine, and hold ourselves accountable. "Real trust, the kind that works, only exists when people are able to show their own vulnerabilities, not before then. You will have found it when, without fear of the consequences, you can tell your teammates things like "that's all I know," "I'm afraid," or "what you did hurt me." From the book Leaders Don't Command, by Jorge Cuervo I know that I struggled with trusting myself early in my career. I spent too much time second-guessing decisions and worrying that I had made the right decision. But I eventually found that people were more accepting when you moved quickly and made a decision. But then, openly admitted that it may not be entirely correct, we would make adjustments and move on. Being open to allowing your team to offer correction suggestions built more trust. This leads me to the second key factor: TRUST Your Team. Building trust with your team is crucial. Allow them to make mistakes, trust them enough to make decisions, and give them enough autonomy to grow. Some may say leaders need to make all the big decisions, but I disagree; some of the best ideas come when the team culture allows creative thinking. I will be the first to admit that I don't have all the answers, but I am great at filtering ideas. From a Harvard Business Review. "Greater transparency doesn't just foster trust — it's also been shown to fuel creativity, performance, and profitability. In contrast, when colleagues withhold information from their teammates, there are frequently deeper issues at play. "Knowledge hiding," as it's referred to in academic literature, often suggests a lack of psychological safety or an underlying power struggle." How High-Performing Teams Build Trust by Ron Friedma I recently had the opportunity to hear Erik Weihenmayer speak. If you don't know who Erik is, he was the first blind man to climb Mt Everest. He also kayaked the 277 miles of the Grand Canyon—Erik's words on teams and trust. "Ropes teams" are invaluable. No one gets to the summit alone. Erik extolled the essential ingredient of trust in a good team. Do you trust your team? Are you linked together behind one vision? Everyone doing what each needs to do for the sake of the team? In climbing, if one hiker starts falling, the climbers on each end do what is necessary to stop them one from falling, for his sake, for theirs and for the whole team, Such a good word for any of us." Blog – Deb Mills. https://debmillswriter.com/?tag=work. Think about the complete trust Erik must have to accomplish these adventures. He has to trust his team wholeheartedly, and the team must trust him. In conclusion, if you are in a leadership role, evaluate your trust in yourself and assess your trust within your team. This process has to begin with you, and your team has to know they can trust you. If you have members on your team that you can't trust, you must deal with it. If you can't build trust together, don't allow this relationship to ruin the rest of the team. At this point, the hard decisions of leadership come into play. More to come on hard decisions.