Your Team Has a "Check Engine" Light. Stop Ignoring It.

You have a dashboard for your revenue, your product metrics, and your marketing funnel. You can track every click.

But what's the dashboard for your team's health?

Right now, most leaders are driving a high-performance car at 100 mph with the "check engine" light glowing, and they're just... ignoring it. They feel the engine vibrating (low morale, stalled projects), but they just turn up the radio (a pizza party, another all-hands) instead of running the diagnostic. This "gut-feel" leadership is expensive. It's why your best engineer (your transmission) quits unexpectedly. It's why your top-performing team (your engine) is suddenly missing deadlines. You're treating the symptom (a weird noise) instead of the root cause.

A Psychological Safety Team Assessment is the diagnostic tool for your team.

It's not a "vibe check"; it's the professional-grade scanner that plugs into your engine and tells you the exact error code. It's a data-driven diagnostic that moves you from guessing to knowing. It measures the five core domains of team health: Security, Autonomy, Fairness, Esteem, and Trust. It gives you a clear, undeniable score that shows exactly what's holding your team back.

Is the problem a lack of Security (a bad spark plug) or a lack of Fairness (low oil)? You can't fix a Fairness problem with a pep talk. You need a different tool. The assessment gives you the data to make a business case for the right investment. It stops the expensive guesswork.

The Strategic Holiday Offer

To make this a no-brainer for your 2026 planning, I'm launching our Strategic Holiday Offer.

When you book a "Safe Conversations Workshop" for your team (for any date in Q1) by December 15th, you will receive a complimentary Psychological Safety Team Assessment—a $6,500 value for $2,500. This is the ultimate strategic planning package.

DM me 'HOLIDAY' for details.

#PsychologicalSafety #DataDriven #Leadership #TeamPerformance #BuildYourBench

Your 1:1s Are a Waste of Time. Let's Fix It with the GROW Model.

We’ve all been there. The 15-minute calendar reminder pops up: "1:1 with [Team Member]." You both dial in, make awkward small talk, and then it happens... the dreaded question: "So, uh... what's on your list?"

What follows is usually a glorified status update. It's a verbal to-do list that could have been an email, leaving both of you feeling like it was a waste of time. These meetings are the most expensive, highest-leverage conversations a manager can have, yet most of us are squandering them.

The problem? We're stuck in "manager mode," focused on tasks and updates. The solution is to shift into "coach mode," focused on development and problem-solving.

You don't need a fancy certification to do this. You just need a better framework. Meet the GROW model—a simple, four-step tool that will turn your dreadful status updates into the most powerful conversations you have all week.

What is the GROW Model?

The GROW model is a brilliantly simple framework for structuring a coaching conversation. While it was co-developed in the 1980s by several business coaches including Sir John Whitmore, it was truly pioneered and brought into the corporate mainstream by Alan Fine and the team at InsideOut Development. Their work transformed it into one of the most respected and widely used coaching tools in the world.

As a framework I believe in and use constantly, its power lies in its simplicity. It’s a roadmap that moves a conversation from a vague problem to a concrete action plan, all by asking better questions.

The four phases are:

• Goal: What do you want?

• Reality: What is happening now?

• Options: What could you do?

• Way Forward: What will you do?

Let’s break down how to use each phase to unlock your team member's potential.

Phase 1: G (Goal) - Setting a Clear Destination

The most common mistake managers make is diving straight into the problem. This immediately frames the conversation in negativity and limits the scope of the solution.

The GROW model flips this on its head. You start with the desired outcome. The psychology here is powerful: by defining what a "win" looks like first, you anchor the conversation in a positive, forward-looking vision. It shifts the energy from "fixing a problem" to "achieving a goal."

Example questions to establish the GOAL:

1. What do you want to achieve by the end of this conversation?

2. If you could wave a magic wand, what would the ideal outcome be for this project?

3. Let's jump ahead to the end of the quarter. What would you like to have accomplished?

4. What does success look like for you in this situation?

5. What's the most important thing for us to focus on right now?

6. Describe the perfect relationship with [client/stakeholder].

7. What do you want for yourself out of this?

8. What would give you the greatest sense of progress?

9. How will you know you've been successful?

10. What's the change you'd most like to see?

11. What would make you feel truly proud of how you handled this?

Ready to turn this theory into practice? Our S.A.F.E.T.Y. Accelerator Pilot Program is a 3-month coaching gym for managers.

Phase 2: R (Reality) - Getting an Honest Assessment

Once the goal is clear, it's time to understand the current situation. This is the diagnosis phase, but it must be handled with care. The goal is to get a clear, unbiased picture of what's happening without creating defensiveness.

Your job here is not to judge or solve, but to be a mirror. Ask open-ended questions that help the employee reflect on their own experience and observations.

Example questions to explore REALITY:

1. What's the current status of this?

2. What steps have you already taken? What were the results?

3. What's working well right now? What's not?

4. What are the biggest challenges getting in your way?

5. On a scale of 1-10, how confident do you feel about this? What makes it a [that number]?

6. Who are the key stakeholders involved? What are their perspectives?

7. What feedback have you received so far?

8. What assumptions might you be making?

9. What resources do you currently have? What are you missing?

10. What’s the one thing that, if it changed, would make the biggest difference?

11. What are you trying to avoid?

Phase 3: O (Options) - Unlocking Creative Solutions

This is where the magic happens. Now that you have a clear goal and an honest assessment of reality, it's time to brainstorm. Critically, your role is to facilitate, not dictate. The best solutions are the ones the employee generates themselves—they have more ownership and are far more likely to follow through.

Resist the urge to say, "Have you tried...?" Instead, create a judgment-free space for creative thinking.

Techniques for this phase:

• The "Magic Wand" Question: "If anything were possible—no budget, time, or resource constraints—what would you do?"

• The "One Small Step" Question: "What's one tiny thing you could do tomorrow that would move this forward?"

• Brainstorm Quantity Over Quality: "Let's just list 10 different ideas, no matter how crazy they seem."

• Ask About Others: "What would [a mentor or expert they admire] do in this situation?"

Phase 4: W (Way Forward) - Committing to Action

An idea without a plan is just a wish. This final phase is about turning the best option into a concrete commitment. Your goal is to help your employee build a simple, actionable plan that they can start immediately. This creates accountability and ensures the conversation translates into real-world progress.

Help them define the very next step, identify what support they need, and set a time to check in.

Putting It All Together: A Sample GROW Conversation

Scenario: An employee, Alex, missed a deadline on an important report.

Manager: "Hey Alex, thanks for meeting. I wanted to talk about the Q3 report. Before we dive in, let's start with the goal. (G) What would a great outcome look like for this report from your perspective?"

Alex: "Honestly, I just want to get it done and have it be accurate so we can use it for the board meeting."

Manager: "Great, that's the goal: a completed, accurate report. Now let's look at the current reality. (R) Can you walk me through what's happening with it now?"

Alex: "I've hit a roadblock. I'm waiting on the data from the sales team, and they haven't sent it. I'm completely stuck until I get it."

Manager: "Okay, so the key blocker is the sales data. What have you tried so far to get it?"

Alex: "I sent an email on Monday."

Manager: "Got it. Let's brainstorm some options. (O) Knowing the deadline is tight, if anything were possible, what could you do to get that data?"

Alex: "Well, I could email them again. Or I could go over to Sarah's desk, since she's the sales lead. I guess I could also ask her boss, but that feels like a big escalation."

Manager: "Those are three solid options. Any others?"

Alex: "Maybe I could see if there's a preliminary version of the data I could use to start building the report structure."

Manager: "Excellent idea. So we have: email again, talk to Sarah directly, escalate to her boss, or ask for preliminary data. Of those, what feels like the best way forward? (W) What will you do?"

Alex: "I think talking to Sarah directly is the best next step. It's faster than email. I'll go see her right after this meeting."

Manager: "Perfect. What support do you need from me?"

Alex: "If I can't get what I need from her, could you help me think through how to approach her boss?"

Manager: "Absolutely. Let's check in at the end of the day to see how it went. This sounds like a great plan."

From Manager to Coach

Notice the shift? The manager didn't solve the problem. They created a safe space for Alex to solve his own problem. That's the power of coaching. Frameworks like GROW are the building blocks of psychological safety—they foster clarity, give employees a voice, and build trust.

Reading about the GROW model is the first step. The next is mastering it. The S.A.F.E.T.Y. Accelerator™ is my signature pilot program designed to equip your managers with these essential coaching skills. We don't just talk about theory; we practice it in live scenarios so they can build the confidence and competence your team deserves.

[Click here to book a call and discuss if the S.A.F.E.T.Y. Accelerator™ is the right fit for your team.]

The True Cost of a Bad Performance Review (It’s More Than You Think)

Let's be honest, for most managers, performance review season is the corporate equivalent of a dental cleaning. You know it’s supposed to be good for you, but you dread it, rush through it, and are just relieved when it’s over.

But the impact of bad performance reviews goes far beyond an awkward thirty minutes. When done poorly, this annual ritual is one of the most expensive things your business does all year.

A bad employee feedback session isn't just a bad meeting. It's a costly, company culture-killing event with a tangible impact on your bottom line. The cost isn't on a spreadsheet; it's hidden in the morale, productivity, and future of your team.

Here are the three true costs you’re paying for every review that misses the mark.

1. The Financial Cost: Understanding the True Cost of Employee Turnover

Your most talented employees—the ones who crave growth and challenge—are the most allergic to lazy, generic feedback. When a high-performer hears "Just keep doing what you're doing," they don't hear a compliment. They hear a dead end. A bad review sends a clear message: "Your growth is not a priority here."

And that is precisely when they start looking for a new job.

The actual cost of replacing an employee is staggering. When you factor in recruitment fees, training time, and the lost productivity as a new hire ramps up, losing even one key team member is a major blow to your employee retention strategy.

2. The Productivity Cost: How Reviews Fuel Employee Disengagement and Quiet Quitting

What about the employees who stay? A review that feels unfair, vague, or purely critical is the fastest way to turn a motivated employee into a disengaged one. This is how performance reviews affect morale in the most damaging way.

These are the clear signs of a disengaged employee, and it's the very definition of "quiet quitting." It’s the team member who used to bring creative ideas to meetings but now stays silent. It’s the person who used to go the extra mile but now clocks out at 5:01 PM, regardless of the deadline.

They aren't quitting their job; they've quit on you. This slow, silent erosion of effort and innovation is a massive drain on productivity, and it almost always starts with a moment when an employee felt unseen, unheard, or unfairly judged.

3. The Cultural Cost: The Collapse of Psychological Safety

Trust is the currency of leadership. Every single interaction either builds it or spends it. When a manager delivers feedback poorly, they don’t just have a bad meeting; they actively destroy the psychological safety that high-performing teams run on.

When a manager delivers feedback that is cowardly ("Some people have mentioned...") or based on personality instead of performance ("You need to be more confident"), they create a culture of fear.

The impact is devastating and immediate:

• Team members stop taking risks.

• They stop speaking up or disagreeing.

• They stop trusting that their manager has their back.

You’re left with a culture of fear, not a culture of innovation.

From Judgment to Investment: How to Improve the Review Process

So, what’s the alternative? It starts with a fundamental mindset shift.

A performance review is not a backward-looking judgment. It is the single most important, forward-looking investment conversation you can have. It’s a dedicated space for meaningful constructive feedback and the most critical pillar of your entire leadership development strategy. It's not about assigning a grade; it's about aligning on a future.

Your First Step: Ask One Better Question

You don't have to overhaul your entire process overnight. You can start by changing the first question you ask.

Instead of the weak, "So... how do you think you did this quarter?" try this:

"Walk me through an accomplishment from this past quarter that you are truly proud of, and tell me why it was important to you."

This question is a game-changer. It immediately frames the conversation around strengths and invites genuine reflection. It starts the meeting with connection, not confrontation.

Getting these crucial conversations right is the bedrock of effective leadership. My upcoming leadership pilot programs are a form of intensive manager training designed specifically for this—to build managers who can turn these dreaded meetings into their most powerful leadership tool. If you're ready to stop checking a box and start building your people, you're in the right place.

Your 2025 Strategy is Missing Its Most Important Ingredient

As we head toward the end of the year, leaders everywhere are deep in 2025 strategy sessions. You're analyzing Q4 projections, setting ambitious new KPIs, and outlining roadmaps for growth. But even the most detailed plan is likely missing its single most important ingredient.

It’s not more budget, a bigger team, or a new marketing channel.

The most critical ingredient for your 2025 strategy is adaptability.

And I don't mean the vague, corporate-speak version of the word. I mean building tangible, operational-level systems for agility. Why? Because your meticulously crafted plan will inevitably collide with reality. A new technology will emerge, a customer preference will shift, a new competitor will enter the market.

A rigid plan shatters on impact. An adaptable one bends, learns, and gets stronger.

While you're planning what you'll do next year, you need to be just as focused on how you'll react when things don't go according to plan.

Here are 3 ways to bake adaptability into your 2025 strategy:

1. Pilot Programs Over Perfect Launches: Before you go all-in on a massive, year-long initiative, launch a small-scale pilot. This is exactly why I'm running a pilot for my S.A.F.E.T.Y. Accelerator program right now. It allows for real-world feedback, iteration, and learning in a low-risk environment. You learn what works before you bet the farm on it.

2. Invest in "How," Not Just "What": Instead of only funding new projects, allocate resources to improving your processes. This year, my biggest investment is in AI skill development—learning how to use new tools to make my existing work faster and smarter. An investment in better systems pays dividends across every single project you tackle.

3. Shorten Your Feedback Loops: How quickly can you tell if something is working? Your bi-annual review is too slow. You need data now. This is why I'm launching a bi-weekly newsletter—to create a direct, consistent conversation with my audience. It's a way to share ideas, gauge reactions, and stay tuned in, in real-time.

As you finalize your 2025 plans, ask yourself: Where is the flexibility? How will we pivot? If you build in adaptability now, you'll be ready for anything the year throws at you.