Finding Your TrueNorth: Leading with Vision, Mission, and Values

Monday morning launch

After barely catching our breath after an all too short weekend and our daily whirlwind of meetings, emails, and urgent tasks, it's crucial to pause and reflect on whether we're truly heading in the right direction. As leaders, it's too easy to get caught up in the urgent, often at the expense of the important. Our days can become a blur of secondary tasks, overshadowing our primary priorities.

Pause to Consider

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What's Your TrueNorth?

Every effective leader needs a TrueNorth—an internal compass that guides decisions, actions, and priorities regardless of the challenges that arise. Your TrueNorth consists of three essential elements: vision, mission, and values.

Your vision articulates where you're going—that horizon you're steadily moving toward. It's forward-looking and aspirational, painting a picture of what success looks like. A compelling vision statement doesn't just describe what you want to achieve; it inspires others to join you.

Your mission answers the fundamental question of why you exist as a leader. It integrates your values into actionable purposes. When clearly articulated, your mission becomes the filter through which you evaluate opportunities and make decisions.

Your values are the bedrock upon which your vision and mission stand. They are the unwavering principles that guide your leadership in every situation. When your values are crystal clear, even the most challenging decisions become straightforward, providing a sense of reassurance and confidence in your leadership.

The Power of Recalibration

I recently had the privilege of coaching Tamera, a senior executive transitioning into a cross-functional leadership role. Despite her success in sales and business development, she struggled to clarify her purpose in this new position.

"I feel like I'm drifting," she confessed during our session. "I know what needs to be done operationally, but I'm not sure why I'm the one who should be doing it."

We began by drafting her personal leadership mission. After several iterations, she said, "Build a better business for our people, benefit our community, and have fun." This wasn't just a collection of words but a declaration of purpose that aligned with her authentic voice and deepest values. Every phrase is 'double-clickable.' Each component contains a depth that you can expand upon when necessary.

A remarkable transformation took place as we delved deeper into refining her vision and values. Tamera's initial uncertainty gave way to a newfound sense of conviction and clarity, a powerful testament to the transformative power of clarity in leadership.

"This gives me language for what I've always believed but couldn't articulate," she said. "Now I can see how my new role connects to what matters most."

The transformation didn't stop there. With her TrueNorth established, we turned to her team restructuring plans. Previously, these had felt like mechanical organizational moves. They became strategic steps toward fulfilling her vision of creating career paths and developing future leaders.

Her approach to addressing high turnover also shifted. Rather than treating it as merely a problem to solve, she now saw it as an opportunity to build a workplace where people could thrive and grow—directly fulfilling her mission of "building a better business for our people."

Your Invitation to Clarity

Leadership without clarity is merely self-management. Authentic leadership is the first step in self-leadership beginning with knowing your destination and why it matters.

I invite you into your reflection process:

1. What is the horizon you're moving toward? What does success look like in 3-5 years?

2. Why do you do what you do? What purpose gives meaning to your work?

3. What are the non-negotiable principles that guide your decisions?

Write these down. Refine them. Test them with trusted colleagues. And most importantly, return to them regularly to ensure you're staying true to your course.

Like Tamera, you may find that this clarity transforms your leadership and renews your energy and passion for the work ahead.

Ready to find your TrueNorth? Download our complimentary TrueNorth Resource Guide to begin your journey toward purposeful leadership. This practical workbook will help you craft your vision, mission, and values statements and integrate them into your daily leadership practice.

From Crisis to Clarity: Lessons from Caleb's Self-Leadership Journey

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"I don't ever think about me." These words, spoken by Caleb during a recent coaching conversation, revealed the core of his professional crisis. After fifteen years in his career and a decade in leadership, Caleb was trapped in a cycle of constant reactivity that threatened his effectiveness as a leader and his wellbeing and joy.

Caleb's story is one that many of us can relate to. Rising from dishwasher to manager in a family-owned business of 250 employees, his path exemplifies the classic leadership journey—built on grit, performance, and an unwavering commitment to responsibilities. Yet beneath his apparent success lay exhaustion so profound that evenings found him numb after everyone else had gone to bed.

The Reactive Leadership Trap

Caleb's crisis illuminates a pattern common among dedicated leaders: the slide from proactive leadership into reactive self-management. The symptoms are recognizable:

• Perpetual availability (Caleb never turned off his phone)

• Anticipatory stress about problems that haven't occurred

• Difficulty delegating responsibility and trust

• Diminished capacity for strategic thinking

• Erosion of personal boundaries and renewal activities

Most telling was Caleb's admission: "I stress about things that haven't been created yet... even though it hasn't happened, it probably won't happen." This anticipatory anxiety represents the ultimate tax of reactive leadership—expending precious mental resources on scenarios that may never materialize.

The Path to Self-Leadership

The Workflow Audit became a crucial tool in Caleb's transformation. This structured assessment revealed that over 70% of his activities fell into highly reactive categories. More importantly, he identified three practical shifts that would begin his journey toward proactive self-leadership:

1. Scheduled Disconnection: Turning off his phone from 8 pm to 5 am, three days weekly—creating 27 hours of mental space.

2. Delegation of Trust: Identifying who could handle responsibilities during his disconnected periods, addressing his fear that "the ball would drop" in his absence.

3. Renewal Activity: Dedicating four hours weekly to his truck restoration project—an activity that brought genuine joy and engaged his mind differently.

From Individual Change to Cultural Shift

The impact of Caleb's transformation extended beyond his personal wellbeing. As he implemented these changes, his team began mirroring his more proactive stance. His increased clarity and presence enhanced the quality of his interactions. His willingness to disconnect periodically encouraged similar boundary-setting among team members.

This ripple effect demonstrates a crucial principle: organizational culture shifts not primarily through policies but through the modeling of individual leaders who embody a different way of working. As a leader, you have the power to shape your organization's culture.

The Workflow Audit provides a structured path for leaders caught in reactivity to identify small, high-leverage changes that shift the balance toward proactive self-leadership. For Caleb, as for many leaders, this journey began not with grand transformation but with simple permission—permission to lead not just from competence but from wholeness. The Workflow Audit can be your guide in this journey.

Transforming Your Worldview for Better Results

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Today, we look at worldview through the lens of results—our expectations for ourselves and others.

Are the expected results ever good enough, fast enough, or high enough? Perhaps these expectations leave an undercurrent of disappointment and constant stress, allowing little room for gratitude. These expectations of results reveal your worldview more clearly than your stated values ever could.

In our previous discussions, we explored how worldview forms the foundation of leadership. Remember our key axiom: worldview, values, beliefs, and style are "more caught than taught." Leaders don't primarily influence through what they explicitly teach but through what others observe in their actions and decisions. Your team catches your worldview through your everyday behaviors—how you respond to challenges, what you prioritize, and where you direct your attention.

The trust statements we make often reveal our deepest worldviews.

Just as the models in our lives and leaders we've admired weren't always perfect, the truisms and assumptions we carry may not always serve us well. Statements like "People need to be closely managed" or "If you want something done right, do it yourself" might feel like proven wisdom, but they invite a pause to reflect on whether these assumptions still support our current leadership goals.

While not an overnight process, the potential for profound changes in leadership effectiveness through worldview transformation is immense. Consider the case of a construction executive I once worked with. For twenty years, he operated under the belief that 'People need constant direction'—a view shaped by his military background and early career experiences. A transformative realization during our program opened up a world of possibilities for him.

His exhausting leadership style involved checking every detail and solving problems his team should have handled themselves. When asked to examine his worldview, he recognized this approach had created dependent team members who waited for instructions rather than thinking independently. The cost was burnout for him and underdevelopment for his team.

His transformation began with a simple shift: "People can rise to challenges when given clear expectations and appropriate support." This wasn't abandoning standards but changing his approach to achieving them. Over six months, he gradually shifted his management style by delegating outcomes rather than processes, implementing regular check-ins instead of constant oversight, asking, "What do you think we should do?" before offering solutions, and explicitly celebrating initiative and problem-solving.

The results were remarkable. His team's capabilities expanded, his stress decreased, and several team members emerged as potential future leaders. Most importantly, he found a sustainable leadership approach that allowed him to focus on strategic priorities.

Worldview transformation follows a reflective pattern that can happen in a moment or maturated over time: awareness of your current beliefs and their impact, examination of these beliefs against evidence, experimentation with new approaches, and integration of new perspectives that yield better results.

Growth requires the courage to question deeply held assumptions, especially those that have brought some measure of success in the past. The most effective leaders continually refine their worldviews as they gain experience and insight. This process of questioning and refining can be empowering, putting you in control of your leadership journey.

Reflection Questions:

1. What results in your leadership have been disappointing or frustrating?

2. What worldview belief might be contributing to these outcomes?

3. What small experiment could you try to test a different approach?

Remember, worldview shifts don't require abandoning your core values. Instead, they examine the assumptions shaping how you express those values in your leadership. The goal isn't to adopt someone else's worldview but to ensure your own genuinely serves your effectiveness as a leader—and your fulfillment as a person.

As you go into your next meeting today, consider that achieving the desired results might be better served by reflecting on your worldview before focusing on behavioral tactics. There's nothing wrong with aspiring toward best practices, but what drives you may not motivate your people.

Worldview - The Language of Leadership: Part 2 of 3

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Part 2: How Trust Statements Reveal Your Worldview

During a recent worldview conversation with industry leaders, the discussion quickly revealed their underlying assumptions. One financial director firmly stated, "Russell, you can't trust people. If you do, they'll take advantage of you." Another leader challenged this perspective, sharing, "I struggle with trusting my people. However, I've adopted an approach of 'trust, then verify.'" A third participant smiled and added, "It's best to inspect what you expect." These statements, shared within minutes of each other, demonstrate how our deepest beliefs about people emerge in casual conversation—and how dramatically they shape our leadership approach.

While Part 1 explored the origins of our worldview—the family, friends, mentors, and workplace experiences that informed the developmental stages that shaped us—Part 2 examines how these beliefs manifest in our daily language and leadership approach through what I call "trust statements."

The phrases we routinely use reveal our deepest assumptions about people and the world. Like an invisible operating system, these statements guide our decisions without conscious awareness. I've witnessed how dramatically they affect team performance, underscoring the urgency for leaders to address their beliefs.

Consider two project managers with similar technical skills. One consistently says, "If you want something done right, do it yourself." His first boss fired people for mistakes, embedding a belief that safety requires control. His team performs reliably but rarely innovates or takes initiative—they await instructions and avoid risks. Another manager operates from "people rise to expectations" and "everyone brings valuable perspectives." Her team consistently outperforms on problem-solving and adaptation. The difference isn't skill—the worldview shapes how team members are treated and respond.

Trust Statements versus Truth Statements

It's crucial to distinguish between trust and truth statements in our leadership language. Both types of statements inform our worldview through values, beliefs, and behaviors. Truth statements express absolutes or core convictions—the hills we're willing to die on. Trust statements, by contrast, are often truisms or axioms providing general wisdom or perspective. When someone says, "Trust is relative," they're offering a trust statement, not necessarily a truth. These language choices significantly shape our leadership philosophy.

Discernment is crucial in responding to relationships, whether we deal with trust or truth statements. We must honor one another by respecting similarities and differences. Our worldview reflects assumptions we've made about how the world should work. The challenge for all of us is to consider how these assumptions continue to serve us and those around us, emphasizing the importance of respect and understanding in our interactions.

In Part 1, we identified seasons of growth and development. Worldview often shifts during these transitions. As one mentor once shared with me, "The things worth fighting for become fewer as I get older, yet there are a few things I will die for." Our truths typically become fewer and deeper as we mature. Ultimately, your truth statements inform your trust statements, creating a coherent leadership philosophy.

Our trust statements typically reflect four orientations:

• Protection-Oriented: "Better safe than sorry," "Keep your guard up"

• Skepticism-Based: "If it seems too good to be true, it probably is"

• Experience-Based: "I've been burned before," "People don't change"

• Control-Oriented: "If you want something done right, do it yourself"

The most revealing exercise is completing "People are..." Your instinctive responses expose your fundamental assumptions about human nature. Leaders who believe "people are lazy unless motivated" create management systems with heavy oversight—often producing the very behavior they fear. Those who think "people want to contribute meaningfully" develop stronger teams through delegation and development.

These statements connect directly to the worldview foundations we explored in Part 1. The voices that shaped your early understanding now speak through your leadership language. The good news? Awareness creates choice. By recognizing your trust statements, you can evaluate whether they still serve your leadership goals.

Reflection Questions:

1. When the last time you faced a conflict with someone, what may have been some trust or truth statement that may not have aligned with your worldview?

2. What are your top three "People are..." statements?

3. What trust statements reflect one of the four primary orientations?

4. What are you most common trust statements that you share at home or work?

Action Steps:

1. Ask for feedback about how others perceive your trust level based on your trust statements.

2. Identify one assumption that you've held true that may need to be challenged.

Beyond New Year's Resolutions: The Art of Leadership Listening

The Art of Leadership Listening Reveals the Secret to Meaningful Impact

As we step into 2025, many leaders are on the lookout for ways to make a significant impact in their organizations. While the usual resolutions tend to revolve around metrics and deliverables, a compelling alternative is gaining traction: the art of intentional listening. This fresh approach, in contrast to the traditional ones, has the potential to bring about a more profound and meaningful change.

Consider Jamie, a learning and development consultant who discovered that his greatest professional impact comes not from speaking but from creating space for others to share their stories. "I find enjoyment just sitting back, listening. I'll have a cup of coffee and just say, 'Tell me about you,'" he reflects. This simple yet profound approach has transformed his ability to support organizational growth and development.

The key lies in what Jamie calls "being in the moment" – fully present and genuinely curious about others' experiences and aspirations. This practice isn't just about hearing words; it's about understanding the deeper motivations and values that drive people's goals and decisions.

For leaders looking to enhance their impact in 2025, here's a practical framework:

Start with passion. Begin conversations by asking what excites people about the year ahead. This will open the door to authentic dialogue and reveal underlying motivations.

Practice the two-minute rule. When someone shares their goals or challenges, commit to listening for two full minutes before responding. This creates space for deeper reflection and demonstrates genuine interest.

Follow the thread. Instead of jumping to solutions, ask thoughtful follow-up questions to help people explore their thinking. The right question at the right time can lead to powerful insights.

Build trust gradually. Remember that deeper conversations require established relationships. Start with surface-level exchanges and progressively build toward more meaningful discussions as trust develops.

What makes this approacH powerful is its simplicity.

It doesn't demand complex strategies or extensive resources – just the willingness to be present and curious. As Jamie discovered, the most impactful leadership moments sometimes come from simply creating space for others to share their stories and aspirations. This simplicity makes intentional listening a highly accessible and appealing tool for any leader.

As you chart your course for 2025, consider making intentional listening a cornerstone of your leadership practice. Understanding others' perspectives and motivations can yield returns far beyond traditional goal-setting approaches, paving the way for lasting impact through stronger relationships and deeper understanding.

Balancing Achievement Drive with Sustainable Leadership

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The relentless drive for achievement that propels many executives to success can become their greatest challenge in building sustainable leadership careers. As illustrated in a recent executive coaching session, high-performing leaders often struggle to find the right balance between seizing every opportunity and maintaining personal sustainability.

The session revealed a common pattern: when presented with compelling opportunities, ambitious leaders often default to "if it's physically possible, I'll make it happen" - even when already operating at capacity. While this approach demonstrates impressive capability and dedication, it can lead to periods of burnout, strained relationships, and missed opportunities for developing others.

One executive reflected, "I don't want to be the kind of leader who'll do everything all the time and then burn out at some point, leaving everyone else to deal with the fallout." This insight highlights a critical inflection point many leaders face: recognizing that long-term impact requires more than just personal heroics.

““I don’t want to be the kind of leader who’ll do everything all the time and then burn out at some point, leaving everyone else to deal with the fallout.” ”

— John C - CFO

The primary challenge emerges around calibrating ambition - learning to say no to good opportunities so you can say yes to great ones, while building sustainable practices that allow for recovery and growth. This includes developing the capacity to delegate meaningful work and creating space for others to develop their capabilities.

For leaders grappling with this balance, consider these reflective questions:

1. How might your drive for achievement be limiting your organization's overall capability by inadvertently stunting others' growth opportunities?

2. What would it look like to measure your success not just by what you personally accomplish, but by the capability you build in others?

3. Where in your current role are you saying "yes" out of pride or habit rather than strategic necessity?

A practical next step is to identify one significant project or responsibility that you can thoughtfully transition to another team member over the next quarter. The goal isn't just delegation - it's creating space for others to develop while giving yourself room to operate at a more strategic level.

Remember, sustainable leadership isn't about doing less - it's about accomplishing more through others while maintaining personal effectiveness over the long term. By learning to balance achievement drive with sustainability, leaders can build lasting impact that extends beyond their personal capacity.

The most successful leaders understand that their legacy isn't measured by how many challenges they personally overcome, but by how many capable leaders they develop along the way.

The Self-Care Reset: Fueling Your Personal and Professional Growth

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Back to Basics: Getting Clear on the Essentials

In today's fast-paced world, it's easy to get caught up in the whirlwind of work, family, and personal responsibilities, often neglecting the most essential aspect of our lives: self-care. A recent coaching session with Kathy, dedicated executive leader and single mother of two teenage boys, shed light on the consequences of neglecting the basics and developing new habits for healthy self-care, ultimately leading to better self-leadership.

The Consequences of Neglecting the Basics

Kathy's story is not uncommon. As she juggled her demanding role at work and the responsibilities of being a single mother, she found herself on a hamster wheel of stress and exhaustion. She was getting only six hours of sleep, making poor dietary choices, and struggling to find time for exercise. The lack of self-care took a toll on her physical, mental, and emotional well-being, leaving her feeling depleted and unable to show up as her best self, both at work and at home.

The Impact on Leadership and Personal Life

Neglecting self-care not only affects personal well-being but also significantly impacts one's ability to lead effectively. Kathy realized that her lack of self-care hindered her ability to make sound decisions, communicate effectively, and manage her team with patience and clarity. Moreover, it took a toll on her personal life as she struggled to fully present and engage with her children.

Developing New Habits for Healthy Self-Care

Kathy began to develop new habits to break the neglect cycle and prioritize self-care. She committed to getting at least seven hours of sleep each night, making healthier food choices, and carving out time for exercise, mainly walking, which she found to be a meditative and restorative practice. Additionally, she recognized the importance of setting boundaries and creating quiet time for herself, whether working from home occasionally or taking a solo weekend trip to recharge.

Three Practical Steps to Getting Back to Basics of Self-Care

1. Prioritize Sleep: Aim for at least 7-8 hours each night. Adequate sleep is crucial for physical and mental recovery, emotional regulation, and overall well-being. Establish a consistent sleep schedule and create a relaxing bedtime routine to promote better sleep.

2. Nourish Your Body: Make conscious choices about the foods you consume. Opt for a balanced diet rich in whole foods, fruits, vegetables, and lean proteins. Proper nutrition fuels your body and mind, providing the energy and clarity needed to tackle daily challenges and maintain optimal health.

3. Incorporate Movement: Find a form of physical activity you enjoy and make it a regular part of your routine. Whether walking, yoga, swimming, or dancing, exercise releases endorphins, reduces stress and improves overall physical and mental well-being. Aim for at least 30 minutes of moderate exercise most days of the week.

The Path to Better Self-Leadership - Small Steps Lead to Better Life Giving Habits

By prioritizing self-care, Kathy noticed a positive shift in her energy, productivity, and overall well-being. She approached her work with greater clarity and confidence, leading her team more effectively and navigating the challenges of her role with greater ease. Moreover, she was more present and engaged with her children, creating a healthier and happier home environment.

The journey to better self-leadership begins with a commitment to self-care. By recognizing the consequences of neglecting the basics and developing new habits for healthy self-care, we can cultivate the resilience, clarity, and emotional well-being necessary to lead ourselves and others effectively. As Kathy's story demonstrates, prioritizing self-care is not a luxury but a necessity for personal and professional success. By putting our oxygen masks on first, we can show up as our best selves and positively impact all areas of our lives.

Coaching Question When's the last time you felt like you were thriving? What are some of those practices you could re-engage into your daily routines? Still not sure where to begin? Start by taking 10-15 minute morning and afternoon breaks in your workday for a short walk. If helpful, bring a friend with you. Pay attention to how you feel afterwards, then build on your disciplines. What can you do to get back to the basics of your personal health for your professional success?

Personal Reflection

1. Reflect on a time when you felt your best, both physically and mentally. What self-care practices were you engaging in during that period?

2. What are some small, manageable steps you can take to prioritize your self-care, starting today?

3. How can you incorporate more movement into your daily routine, even during a busy workday?

4. What benefits do you notice in your mood, energy levels, and productivity when you consistently prioritize self-care?

5. How can you encourage and support your colleagues or team members to prioritize their own self-care, creating a culture of well-being in your workplace?

By asking ourselves these questions and taking action to prioritize our self-care, we can reclaim our sense of thriving and show up as our best selves in all areas of our lives.