Evan Nierman

Founder & CEO, Red Banyan PR | Author of Top-Rated Newsletter on Communications Best Practices

I'm the Founder and CEO of Red Banyan, an international public relations and crisis management firm that exists to press the truth and deliver results. My team and I specialize in high-stakes PR, cancel culture response, litigation communications, and complex reputational challenges that require creative thinking, strategic clarity, and unshakable judgment.

For more than two decades, I’ve helped CEOs, public figures, law firms, and global brands navigate their most difficult moments. Whether it’s a viral controversy, a legal dispute, or a reputational crisis, I bring deep media experience and a relentless commitment to exceeding expectations.

I’m also the author of The Cancel Culture Curse and Crisis Averted, and I frequently appear on major news outlets like Fox News, CNN, BBC, and Newsmax to share insights on cancel culture, media strategy, and crisis communications.

🔹 Founder & CEO of Red Banyan
🔹 Author of The Cancel Culture Curse and Crisis Averted
🔹 Regular media commentator on PR and reputation issues
🔹 Trusted advisor to executives, attorneys, and public figures
🔹 Featured in Newsweek, PRWeek, The Washington Post, and Forbes

My mission is simple: help people and organizations tell their stories truthfully, strategically, and powerfully—especially when the stakes are highest.

📩 Learn more at www.redbanyan.com

Founder and CEO

Red Banyan Group is a strategic communications firm specializing in public relations, crisis management and marketing.  Red Banyan Group combines creative thinking, steady judgment shaped by experience and a relentless commitment to achieving results for its clients.  Red Banyan offers a wide array of services, including: media relations, crisis management, marketing, corporate communications, litigation support, social and digital media, copywriting and editing and media training.

Staying in a “good mood” isn’t the point.
Staying composed is.

In moments of pressure, leaders don’t earn trust by being upbeat.
They earn it by being steady.

When stress rises, people stop listening to explanations.

They start reading signals.

Your tone.

Your pace.

Your presence.

I’ve seen reputations damaged not by bad decisions
but by how pressure showed up in a leader’s voice.

Composure isn’t emotional detachment.

It’s emotional discipline.

It’s the ability to remain clear
when others are reacting.

That steadiness doesn’t just calm the room.

It restores credibility.

In a crisis, your emotional control becomes public leadership.

Follow for weekly insights on leadership, reputation, and crisis communication.

Kindness is often misunderstood in leadership.
Especially in moments of pressure.

In a crisis, many leaders believe strength means distance.

Control. Silence. Authority.

But the moments people remember most
are rarely the loud ones.

They remember who stayed human
when it was easier not to.

Over the years, I’ve watched reputations rise and fall under stress.

Not based on decisions alone
but on how those decisions were delivered.

Kindness is not softness.

It’s clarity without cruelty.

Accountability without humiliation.

Leadership without ego.

People do not expect perfection from leaders.

They expect fairness.

And long after the headlines fade,
what remains is how people felt working with you
when things were hard.

That memory outlasts any press cycle.

Leadership is not about being liked.

It is about being respected
even when the pressure is high.

Follow for weekly insights on leadership, reputation, and crisis communication.

Integrity is not measured when everything is calm.
It is measured when there is risk.

In a crisis, everyone claims to have values.

Very few actually demonstrate them.

Over years of working with leaders under pressure, a clear pattern emerges.

People with real integrity do not behave ideally.

They take responsibility when it is most costly.

This is what it looks like in practice:

They do not say what sounds best first.
They take ownership before they are forced to.
They do not trade truth for short-term peace.
They think in terms of long-term reputation, not today’s headline.
They protect people, even when it is unpopular.
They admit mistakes without drama or excuses.

These are not motivational traits.

They are reputational decisions.

The difference between a good leader and a trusted one
is not charisma.

It is behavior when there is no perfect option.

Integrity does not build image.

It determines whether image survives a crisis.

Follow for weekly insights on reputation, crisis PR, and leadership under pressure.

Many experienced entrepreneurs don’t stumble because they lack knowledge. They stumble because they rely too heavily on themselves.

As a company grows, a leader who doesn’t delegate,
doesn’t build a culture of trust,
and doesn’t surround themselves with people stronger than them
eventually becomes the constraint to growth.

True leadership doesn’t come from control.

It comes from self-awareness, trust, and the willingness to let others lead.

Experience doesn’t eliminate blind spots. It often hides them.

In this article, I share five leadership mistakes even seasoned entrepreneurs make

and how they quietly limit growth if left unaddressed.

Grateful to Entrepreneurs'​ Organization’ for the opportunity to explore this topic with their community.

The leaders who scale the furthest are the ones willing to examine what success can make easy to miss.

Read the full article here:

https://lnkd.in/gqD5W4HT

People won’t remember what happened.
They’ll remember how you handled it.

Years after a crisis ends, most people won't recall the details.

The timeline. The investigation findings. The resolution.

What they remember is simpler—and more powerful.

How you showed up.

Whether you seemed scared or steady.

If you told the truth or hid behind lawyers.

Whether you cared more about protecting yourself or doing what was right.

Here's what outlasts the crisis:

1.) Your tone.
Did you sound human or like a press release?
Did you show empathy or just manage liability?

2.) Your presence.

Did you show up when it was hard or disappear until it was safe?
Leaders who face the moment earn respect.
Leaders who vanish lose it permanently.

3.) Your honesty.
Did you own the mistake or spin it?

People can forgive failure. 
They don't forgive dishonesty.
One moment of raw accountability outlasts a dozen polished statements.

4.) Your composure.

Crisis reveals character.

If you panicked, people saw it. If you stayed calm, they felt it.

Composure doesn't mean hiding emotion. It means showing strength when everyone else is looking for it.

I've watched crises fade from headlines within weeks.

But the leaders who handled them well—or poorly—are still defined by those moments years later.

Because facts blur. Emotions stick.

People remember how you carried yourself when everything was falling apart.

Not what the official statement said.

Not what the settlement amount was.

But whether you showed up with integrity, empathy, and courage—or didn't.
The crisis will end.

What you do during it lasts forever.

What people think about you often matters more
than what you actually do.

This might sound surprising, but in reality, perception drives everything.

Your reputation isn't built just on the actions you take.

It's shaped by how the public perceives those actions.

In a world where information spreads faster than ever, perception is often reality.

So, why does your reputation matter more than anything else?

Because in business, trust is the foundation of everything.

From customers to partners, employees to investors, how people feel about your brand influences their decisions, loyalty, and engagement.

Here’s the truth:

When people trust you, they listen to your message, engage with your brand, and stand by you even when times are tough.

But when trust is broken, no amount of good work can fix it.

In a crisis, managing perception can mean the difference between a minor setback and a business-ending scandal.

Reputation is your most valuable asset because it directly impacts:

1.) Customer loyalty
2.) Brand perception
3.) Growth opportunities
4.) Crisis resilience
5.) Leadership influence

To build and protect your reputation, you have to be consistent, transparent, and always in tune with how your actions are perceived especially in moments when you’re under pressure.

When perception is managed well, it doesn’t just protect your business; it propels it forward.

Your reputation isn't just what you've done. 

It's what others believe you've done.

And that belief drives success.

In a crisis, people don’t hear facts first.
They feel.

It’s a critical lesson that many leaders realize too late.

In the heat of the moment, emotions are high. 

Explanations struggle to stick. 

Details blur, and timelines become difficult to follow.

Not because the truth doesn’t matter — but because people’s emotions are overpowering their ability to process information.

Emotion shapes attention. 

It creates the lens through which everything is viewed.

The most effective leaders know that facts alone won’t carry them through a crisis.

They recognize that addressing how people feel is just as important as providing the truth. 

They lead by creating an emotional foundation first, building trust and clarity before moving into the facts.

Here’s what that looks like in practice:

Acknowledge feelings. 
You can’t move forward until people feel heard.

Speak with clarity, not defensiveness. 
A calm, composed message sets the tone.

Give space before precision. 
Sometimes, presence matters more than perfect facts.

Empathy in these moments isn’t a sign of weakness.

It’s a strategic move that helps ground the conversation and brings people back to a place of understanding, even in the chaos.

In uncertain times, being heard can be just as powerful as being right.

Leading with empathy allows you to regain control of the narrative and build the trust needed to move forward.

Before you say anything publicly,
ask yourself one question:

"Would I say this if I knew it would be quoted out of context?"

Because it will be.

Every statement you make can be clipped, screenshotted, and reshared without the nuance you intended.

The careful explanation gets reduced to a soundbite.

The context disappears.

And what's left is whatever fits in a headline or a tweet.

Here's what this question forces you to consider:
Can this be misunderstood?

If your statement requires explanation to be accurate, it's vulnerable.

Simplify it. Clarify it. 

Make it stand on its own.

Does this sound defensive without the full context?

Tone matters more than intent.

If a single sentence sounds evasive or dismissive when isolated, rewrite it.
Would I stand by this if it were the only thing people remembered?

Your most quotable line will become your legacy from that moment.

Make sure it's one you can live with.

Am I saying this for me—or for them?

If your statement is about protecting your ego or winning an argument, it will backfire.

If it's about clarity, accountability, and truth, it will hold.

The best leaders assume every word will be taken out of context.

And they speak in a way that still holds up when it is.

Because you don't control how your words get used.

You only control whether they can survive on their own.

You can’t build credibility in the middle of an attack.
By then, the narrative has already chosen sides.

The internet has changed how reputations are attacked — and how they’re lost.

Today, you don’t need facts to win a narrative.

You need speed, volume, and emotion.

I’ve seen baseless claims turn into “truth” simply because they were repeated often enough, by enough people, in the right corners of the internet.

Once that happens, accuracy becomes secondary to belief.

That’s how bad actors win online.

A few hard realities leaders underestimate:

False narratives spread faster than the truth. 

Research consistently shows misinformation outperforms facts, especially when outrage is involved.

Debunking can backfire. 

Repeating a lie, even to correct it, often amplifies it further.

Belief drives damage. 

Once enough people accept a story, whether it’s true stops mattering. 

Reputations suffer anyway.

Online collectives magnify this effect.

Volume creates legitimacy. 

Repetition creates confidence.

And suddenly, a fringe claim feels mainstream.

The brands and leaders who fare best don’t wait for attacks to peak.

They build credibility early, communicate consistently, and understand that narrative control is proactive, not reactive.

In a digital environment that rewards outrage, the goal isn’t to win every argument.

It’s to make sure your truth is present, clear, and credible before misinformation fills the vacuum.

Because once a false story hardens, reversing it takes exponentially more effort.

And by then, the damage is already done.

The fastest way to lose control in a crisis
is to let others explain your silence.

In a crisis, social media is a weapon.

The question is: are you wielding it—or is it being used against you?

I've seen brands navigate crises brilliantly on social media.

And I've seen them implode because of one careless post.

The difference isn't luck.

It's strategy.

Social media moves fast. Too fast for most crisis teams to keep up.

But when used correctly, it can protect your reputation, control the narrative, and keep your audience engaged.

When used poorly, it amplifies the damage and gives critics ammunition.

Here's how to make social media work for you—not against you—during a crisis:

1. Stay silent if the source is unreliable.
Not every fire needs your attention.

Sometimes, responding to a baseless claim just gives it oxygen.

Ask yourself: Is this credible? 

Is it spreading? 

Does it require our response?

If the answer is no, let it pass.

Reacting to noise can turn nothing into something.

2. Share with care.

Every post during a crisis should be intentional.
Helpful. Relevant. Clear.

Before you post, ask: Could this be misunderstood? 

Could this make things worse?

Because once it's out there, you can't take it back.

And in a crisis, one poorly worded post can undo weeks of damage control.

3. Post with purpose.

Random updates create confusion.

Every message should align with your overall crisis communication strategy.
Ask: What does our audience need to know right now? How does this help clarify the situation?

If you can't answer that, don't post it.

4. Be human.

Corporate-speak kills trust during a crisis.

People want to know there's a real person—who cares—on the other side of the screen.

If someone criticizes you unfairly, don't get defensive.

Address it with empathy.

If the complaint is valid, own it and explain what you're doing to fix it.

Authenticity defuses tension. 

Deflection escalates it.

5. Monitor constantly.

You can't manage what you don't see.

Set up alerts. Track mentions. Watch for patterns.

If misinformation is spreading, you need to know immediately—before it becomes the dominant narrative.

6. Control your channels.

Don't rely on the media or third parties to tell your story.

Use your own platforms—your website, your social accounts, your spokespeople—to communicate directly.

Own the narrative. Don't let someone else shape it for you.

Social media in a crisis is high-risk, high-reward.

It can save you—or sink you.

The brands that survive are the ones that move fast, communicate clearly, and stay relentlessly strategic.

The ones that fail are the ones that react emotionally, post impulsively, or go silent when they should be present.

In crisis, social media doesn't give you time to think.

So you better have a plan before you need one.

A television interview can repair credibility — or permanently redefine it.



I’ve seen leaders accept TV appearances thinking the facts alone would carry them through. They rarely do.

Television amplifies everything — confidence, hesitation, emotion, and missteps — all at once.

Before agreeing to a televised interview, leaders should assess the risk as carefully as the reach.

And if the decision is yes, preparation becomes the strategy.

Here’s what consistently separates strong performances from damaging ones:

1. Preparation beats explanation.

Knowing the facts isn’t enough. You need to anticipate the pressure points and rehearse how you’ll handle them.

2. Visuals matter as much as language.

Tone, posture, and composure often communicate more than the words themselves — especially when clips travel far beyond the original broadcast.

3. Persuasion isn’t about critics.

The audience that matters most is undecided. Messaging should be built for them, not for detractors or loyal supporters.

4. Discipline prevents headlines.

One emotional reaction can overshadow everything else you say.

Handled well, a TV interview reinforces trust and authority.

Handled poorly, it becomes the crisis.

Media doesn’t reward improvisation under pressure.

It rewards clarity, discipline, and leaders who understand the stakes before the cameras turn on.

Brand strength today is measured by how quickly and clearly you respond when expectations change.

In my new piece for Fast Company, I share why responsiveness has become a defining trait of leadership and brand trust.

Read the full article here:

Open article: A new era defined by brand responsiveness by fastcompany.com

A new era defined by brand responsiveness

Professional Speaker, Wealth Management Founder, Generosity Consultant, Impactmaker

Generosity is a mindset, not an event.

- Bob DePasquale

Thriving organizations implement cultures of generosity that attract the best talent and the most loyal customers.  It's good business!

High-generosity people are 23% more likely to be satisfied with their lives overall!

*The Accent, 2019

Being generous makes everyone’s life better.  It doesn’t matter if you are the giver, the receiver, or just an on-looker.   

Bob learned this lesson at a very young age.  In fact, if it wasn’t for some generous acts, Bob likely wouldn’t be here today.  He has dedicated his life to empowering mission-driven organizations to build cultures of generosity that are made up of fulfilled employees and satisfied customers.

The Generosity Guy has worked professionally and in volunteer roles for 23 years, in three different countries, and in 17 states.

When Bob was given a cancer diagnosis and experienced the tragic events of 9/11 in New York City,  he thought not only his life over, but everyone else’s too.  He went from feeling like an invincible 18-year-old to an unworthy victim of life.  

What happened in the months and years following was truly miraculous - or was it generous?  The acts of generosity he experienced saved his life.  

Bob’s story is unique but his perspective resonates with anyone who wants to enjoy the work they do, give to others, and make a positive impact in the world.

Bob DePasquale, CFP®CAP® "The Generosity Guy" 😃

Don't motivate people with perks!
Unless you're hoping for this👇🏼

𝘢𝘯𝘥 𝘐 𝘢𝘪𝘯'𝘵 𝘵𝘢𝘭𝘬𝘪𝘯𝘨 𝘢𝘣𝘰𝘶𝘵 𝘵𝘦𝘢𝘮𝘸𝘰𝘳𝘬


𝗙𝗮𝘃𝗼𝗿𝗶𝘁𝗶𝘀𝗺

Everyone has a different set of gifts and skills.

Anytime time you give incentive to one thing,
you're going to favor those who do it well.

👉🏼Seems obvious.

👉🏼Plays out in a not-so-obvious way.


𝗧𝗵𝗲 𝗣𝗿𝗼𝗯𝗹𝗲𝗺

The big problem with favoritism is not that you:

♦️miss opportunities.
♦️like someone more.
♦️want a specific thing done.

𝘛𝘩𝘦𝘴𝘦 𝘢𝘳𝘦 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘴𝘮𝘢𝘭𝘭.

The 𝘣𝘪𝘨 problem is you demote others in the process.


𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲

I'm all for celebrating performance.

But it should be performance (effort) in a given role - not results...

...based on a single metric.

...and motivated by a perk (like a bonus).


𝗦𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝗼𝗳 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲...

Have to hand it to the guys in the video...
...they're doing their best 🕺

🤣Let's hope they're better salesmen than dancers.





𝗗𝗼 𝘆𝗼𝘂 𝘂𝘀𝗲 𝗽𝗲𝗿𝗸𝘀 𝘁𝗼 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗲 𝗽𝗲𝗼𝗽𝗹𝗲?




==============

♻️ Repost to inspire.
🔔 Follow Bob DePasquale, CFP®CAP® for more.

*𝘷𝘪𝘥𝘦𝘰 𝘧𝘳𝘰𝘮 @𝘱𝘦𝘢𝘤𝘩𝘵𝘳𝘦𝘦_𝘳𝘰𝘰𝘧 𝘰𝘯 𝘐𝘎

Bob DePasquale, CFP®CAP®

Keynote Speaker | Helping growth-oriented organizations attract top talent and the most loyal customers

Some people think culture changes when leadership “announces” it.

But it can start where it’s least expected: one person who actually feels joyful and effective in their work.

𝘛𝘩𝘢𝘵 𝘧𝘦𝘦𝘭𝘪𝘯𝘨 𝘪𝘴 𝘤𝘰𝘯𝘵𝘢𝘨𝘪𝘰𝘶𝘴.

When one person on a team feels good about what they’re doing and their ability to contribute, everyone around them feels it.

➡ They show up differently.
➡ They encourage differently.
➡ They carry meetings differently.


𝗡𝗼𝘄 𝗶𝗺𝗮𝗴𝗶𝗻𝗲 𝗶𝗳 𝗶𝘁’𝘀 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗼𝗻𝗲 𝗽𝗲𝗿𝘀𝗼𝗻.

💡 Two people on that team living and working generously.

🔄 Then three.

🔊 Now the others have multiple sources of encouragement and confidence.

Studies on workplace behavior show that emotions and habits spread socially:

People tend to mirror the mood, energy, and behaviors of those around them, especially visible peers & leaders.

𝘛𝘩𝘢𝘵’𝘴 𝘸𝘩𝘺 𝘰𝘯𝘦 𝘨𝘦𝘯𝘦𝘳𝘰𝘶𝘴, 𝘫𝘰𝘺𝘧𝘶𝘭 𝘵𝘦𝘢𝘮𝘮𝘢𝘵𝘦 𝘥𝘰𝘦𝘴𝘯’𝘵 𝘴𝘵𝘢𝘺 “𝘫𝘶𝘴𝘵 𝘰𝘯𝘦 𝘱𝘦𝘳𝘴𝘰𝘯” 𝘧𝘰𝘳 𝘭𝘰𝘯𝘨.

This is why generosity is good business.


𝗚𝗲𝗻𝗲𝗿𝗼𝘀𝗶𝘁𝘆 𝗶𝘀 𝗮 𝗺𝗶𝗻𝗱𝘀𝗲𝘁, 𝗻𝗼𝘁 𝗮𝗻 𝗲𝘃𝗲𝗻𝘁.

The question is:

How do you make that mindset shift and build the generous culture you actually desire?

👉🏼One that helps your organization grow and helps your people enjoy the work.

That’s exactly what my free “Feeling Generous” email course is designed to do.

Seven short lessons.

Seven ways generosity helps you be more joyful in your work, more joyful with your family, and more fulfilled in your everyday life.

Because when you feel generous, you exude that generous feeling.
And it grows on the people around you.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝘄𝗮𝗶𝘁 𝗳𝗼𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗼𝗿 𝗯𝗲 𝘁𝗵𝗲 𝗼𝗻𝗲 𝘄𝗵𝗼 𝗺𝗮𝗸𝗲𝘀 𝗴𝗲𝗻𝗲𝗿𝗼𝘀𝗶𝘁𝘆 𝗰𝗼𝗻𝘁𝗮𝗴𝗶𝗼𝘂𝘀?





===============

♻️ Share this with someone who shapes your team’s culture.
🔔 Follow Bob DePasquale, CFP®CAP® for more.
📩 Want to make generosity contagious this year? Join my free “Feeling Generous” email course (link below).

Everyone wants to win.
But losers only have wins to celebrate.

If you don’t know how you won, you can’t build a culture that wins on purpose.


𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗼𝗯𝘀𝗲𝘀𝘀 𝗼𝘃𝗲𝗿 𝗿𝗲𝘀𝘂𝗹𝘁𝘀.

➡ Deals closed
➡Numbers hit
➡Scoreboard


𝗧𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺?

Sometimes people get great results because uncontrollable things break their way.

🚩It’s like winning the lottery.

Everyone has a chance.
Eventually someone wins.

But do they really “deserve” the credit for a system they can’t repeat?

On the flip side, there are also times when you do everything right…

call the perfect play…
execute it perfectly…

…and still lose.


𝗛𝗮𝗯𝗶𝘁𝘀

That’s why great cultures focus on day-to-day habits, not just highlight-reel results.

The simple, repeatable actions are what should be:

🔍 Evaluated.

🗣️ Talked about.

🙌 Recognized and celebrated.


𝗚𝗼 𝗮𝗵𝗲𝗮𝗱 𝗰𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝘁𝗵𝗲 𝗯𝗶𝗴 𝘀𝗮𝗹𝗲.

If your top salesperson doubles their income with the biggest deal of the year, that’s awesome.

𝘉𝘶𝘵 𝘴𝘵𝘶𝘥𝘺 𝘩𝘰𝘸 𝘵𝘩𝘦𝘺 𝘨𝘰𝘵 𝘵𝘩𝘦𝘳𝘦:

Was it a 10-year customer relationship?

How many check-ins, follow-ups, and value-add touches did it take?

What disciplines were at work behind the scenes?

What we should be most proud of are the small, generous, behaviors people practice every day.

𝘛𝘩𝘰𝘴𝘦 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘵𝘩𝘪𝘯𝘨𝘴 𝘵𝘩𝘢𝘵 𝘣𝘶𝘪𝘭𝘥 𝘢 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘵𝘳𝘶𝘴𝘵.


𝗪𝗮𝗻𝘁 𝗵𝗲𝗹𝗽 𝘀𝗵𝗶𝗳𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘁𝗼𝘄𝗮𝗿𝗱 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀, 𝗿𝗲𝗽𝗲𝗮𝘁𝗮𝗯𝗹𝗲 𝗵𝗮𝗯𝗶𝘁𝘀?

My free “Feeling Generous” email course walks through seven lessons to help you:

↗️Be more joyful in your work.

↗️Be more joyful with your family.

↗️Live a healthier, more enjoyable, more fulfilling life.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗸𝗲𝗲𝗽 𝗿𝗲𝘄𝗮𝗿𝗱𝗶𝗻𝗴 𝗹𝗼𝘁𝘁𝗲𝗿𝘆 𝘄𝗶𝗻𝘀 𝗼𝗿 𝘀𝘁𝗮𝗿𝘁 𝗰𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗵𝗮𝗯𝗶𝘁𝘀 𝘁𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝘂𝗶𝗹𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲?





===============

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Your not going to believe me but...


𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗱𝗼𝗻'𝘁 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝗶𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀.

They miss something key:

They don't just learn from you.

You have to learn from 𝘵𝘩𝘦𝘮 too.

This will make the most of the relationship.


𝘞𝘩𝘦𝘯 𝗰𝗮𝗻 𝘆𝗼𝘂 𝗹𝗲𝗮𝗿𝗻 𝗳𝗿𝗼𝗺 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀?

➡ In meetings 𝘸𝘪𝘵𝘩 them
➡ In meetings 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 them
➡ When they tell you what they want

𝘉𝘶𝘵 𝘥𝘰𝘯'𝘵 𝘧𝘰𝘳𝘨𝘦𝘵 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘯𝘦𝘦𝘥.


𝗔𝗜 𝗶𝘀 𝗺𝘆 𝗳𝗮𝘃𝗼𝗿𝗶𝘁𝗲 𝘁𝗼𝗼𝗹 𝗳𝗼𝗿 𝘁𝗵𝗶𝘀.

You don't need to be an expert.

➡ Feed it customer feedback, survey data, support tickets
➡ Find what customers appreciate, enjoy, and need most
➡ Find what they dislike the most

𝘛𝘳𝘢𝘪𝘯 𝘪𝘵 (𝘰𝘳 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦) 𝘵𝘰 𝘴𝘱𝘰𝘵 𝘱𝘢𝘵𝘵𝘦𝘳𝘯𝘴.


𝗡𝗘𝗘𝗗 𝗯𝗲𝗶𝗻𝗴 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘄𝗼𝗿𝗱.

When you know what customers truly need, you can be generous with:

➡ Better products
➡ Smarter solutions
➡ Anticipated support

𝘛𝘩𝘢𝘵'𝘴 𝘨𝘦𝘯𝘦𝘳𝘰𝘴𝘪𝘵𝘺 𝘢𝘵 𝘴𝘤𝘢𝘭𝘦.

It's where you anticipate needs based on learning more about people.


𝗗𝗼 𝘆𝗼𝘂 𝗯𝗲𝗹𝗲𝗶𝘃𝗲 𝗺𝗲 𝗻𝗼𝘄?





===============
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If you think your job is to outshine your coworkers, you’ve already capped your career.”

𝘛𝘩𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘸𝘩𝘰 𝘸𝘪𝘯 𝘢𝘵 𝘸𝘰𝘳𝘬 𝘱𝘭𝘢𝘺 𝘢 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘨𝘢𝘮𝘦.

𝗬𝗼𝘂𝗿 𝗰𝗮𝗿𝗲𝗲𝗿 𝘀𝘁𝗮𝗹𝗹𝘀 the moment you feel like you have to “take down” the person in the cubicle next to you.

Now you’re not focused on actually 𝘨𝘦𝘵𝘵𝘪𝘯𝘨 better.

👎🏼You’re focused on trying to 𝘭𝘰𝘰𝘬 better.


𝗕𝗲𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝘃𝘀. 𝗟𝗼𝗼𝗸𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹

One of my favorite ideas (inspired by 𝚃̲𝚑̲𝚎̲ ̲𝙿̲𝚜̲𝚢̲𝚌̲𝚑̲𝚘̲𝚕̲𝚘̲𝚐̲𝚢̲ ̲𝚘̲𝚏̲ ̲𝙼̲𝚘̲𝚗̲𝚎̲𝚢̲ by Morgan Housel) is this:

There’s a huge gap between actually being something and doing things to look like it.

Want a Bentley, a massive house, and to spend money like your rich?

𝘛𝘩𝘰𝘴𝘦 𝘢𝘳𝘦𝘯’𝘵 𝘵𝘩𝘦 𝘩𝘢𝘣𝘪𝘵𝘴 𝘵𝘩𝘢𝘵 𝘸𝘪𝘭𝘭 𝘨𝘦𝘵 𝘺𝘰𝘶 𝘵𝘩𝘦𝘳𝘦.

These will:

📈 Investing in the right places.

💾 Saving more than you spend.

💸 Being frugal instead of flashy.

🧠 Being intelligent with your money.


𝗧𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗵𝗶𝗻𝗴 𝗶𝘀 𝘁𝗿𝘂𝗲 𝗮𝘁 𝘄𝗼𝗿𝗸.

Trying to “look” more capable than your teammates leads to:

🤦🏼Undermining others.
🤦🏼Hoarding information.
🤦🏼Playing for credit instead of outcomes.


𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝗲𝗶𝗻𝗴 𝗰𝗮𝗽𝗮𝗯𝗹𝗲 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲:

🙋🏼Sharing what you know.

🙋🏼Helping teammates succeed.

🙋🏼Playing for a team win, not just your highlight reel.

That’s generous culture. It’s what people remember and reward over time.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝘆𝗼𝘂𝗿 𝗲𝗻𝗲𝗿𝗴𝘆 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗹𝗼𝗼𝗸 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗼𝗿 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗵𝗮𝗯𝗶𝘁𝘀 𝘁𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹?




===============

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📩 Want to build a generous career and culture? Join my free “Feeling Generous” email course. Just comment 𝘍𝘦𝘦𝘭𝘪𝘯𝘨 𝘎𝘦𝘯𝘦𝘳𝘰𝘶𝘴.

If you think humility in leadership means backing away from responsibility, you’re getting humility backwards.

Most people miss this fact:

𝘙𝘦𝘢𝘭 𝘩𝘶𝘮𝘪𝘭𝘪𝘵𝘺 𝘪𝘴 𝘬𝘯𝘰𝘸𝘪𝘯𝘨 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘴𝘰 𝘸𝘦𝘭𝘭 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘴𝘵𝘦𝘱 𝘪𝘯 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘵𝘭𝘺 𝘸𝘩𝘦𝘯 𝘪𝘵 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘩𝘦𝘭𝘱𝘴 𝘵𝘩𝘦𝘮.

𝗛𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝗶𝗻 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗻𝗼𝘁:

➡ Passing everything off to other people.
➡ Thinking “I hired you for a reason, you do it”.
➡ Pretending you don’t know what you’re doing.
➡ Over-delegating just to avoid owning decisions.

𝘛𝘩𝘢𝘵’𝘴 𝘯𝘰𝘵 𝘩𝘶𝘮𝘪𝘭𝘪𝘵𝘺.

⛔That’s avoidance dressed up as trust.


𝗥𝗲𝗮𝗹 𝗵𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝗹𝗼𝗼𝗸𝘀 𝘃𝗲𝗿𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁.

➡ You’re tuned in to the people you work with.
➡ You don’t need to micromanage every move.
➡ You don’t jump on their tasks or ideas all the time.
➡ You confidently share your perspective and support.

𝘈𝘯𝘥 𝘵𝘩𝘪𝘴 𝘪𝘴𝘯’𝘵 𝘫𝘶𝘴𝘵 𝘧𝘰𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘸𝘪𝘵𝘩 “𝘭𝘦𝘢𝘥𝘦𝘳” 𝘪𝘯 𝘵𝘩𝘦𝘪𝘳 𝘵𝘪𝘵𝘭𝘦.


𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗵𝗮𝘀 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝘁𝗼 𝗹𝗲𝗮𝗱 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀𝗹𝘆.

➡ Share a story that helps the team.
➡ Add an insight or lesson from experience.
➡ Give a resource, a connection, or encouragement.

👉🏼Just make the team better.


𝗜𝘁'𝘀 𝗮 𝗺𝗶𝗻𝗱𝘀𝗲𝘁, 𝗻𝗼𝘁 𝗮 𝗷𝗼𝗯 𝘁𝗶𝘁𝗹𝗲.

If you want to build that mindset, my free “Feeling Generous” email course can help you:

➡ Be more joyful in your work.
➡ Be more joyful with your family.
➡ Live a healthier, more enjoyable, more fulfilling life.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗵𝗶𝗱𝗲 𝘆𝗼𝘂𝗿 𝗴𝗶𝗳𝘁𝘀 𝗼𝗿 𝘂𝘀𝗲 𝘁𝗵𝗲𝗺 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀𝗹𝘆?



===============

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📩 Want to grow in generous leadership? Join my free “Feeling Generous” email course.

If your team “values generosity” but fights over every leaderboard, you don’t have a culture, you have a PR campaign.

𝗬𝗼𝘂𝗿 𝗿𝗲𝗮𝗹 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀 𝘄𝗵𝗮𝘁𝗲𝘃𝗲𝗿 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝘄𝗵𝗲𝗻 𝗻𝗼 𝗼𝗻𝗲’𝘀 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗮𝘁 𝘁𝗵𝗲 𝘃𝗮𝗹𝘂𝗲𝘀 𝗽𝗼𝘀𝘁𝗲𝗿.

𝘞𝘦 𝘭𝘰𝘷𝘦 𝘵𝘰 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘨𝘦𝘯𝘦𝘳𝘰𝘴𝘪𝘵𝘺, 𝘵𝘦𝘢𝘮𝘸𝘰𝘳𝘬, 𝘢𝘯𝘥 “𝘩𝘦𝘭𝘱𝘪𝘯𝘨 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳 𝘸𝘪𝘯.”

🗣️But slogans only go so far.

🫰🏼Talk is cheap.  

🪙Action is an investment.


𝗜𝗳 𝘆𝗼𝘂 𝗽𝗮𝘂𝘀𝗲𝗱 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄 𝗮𝗻𝗱 𝗮𝘀𝗸𝗲𝗱 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳:

👉🏼“What are the actual systems we have?”

👉🏼"Do we talk about generosity and giving all the time?"

👉🏼"Or is there a real ratio of talking… to actually doing?"

👉🏼"Do we say we want to help each other while fighting over the leaderboard and the latest sales contest?"

👏🏼"Or do we talk about helping each other
while we’re actually doing it?"

𝘛𝘩𝘢𝘵’𝘴 𝘵𝘩𝘦 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘢 𝘴𝘭𝘰𝘨𝘢𝘯 𝘢𝘯𝘥 𝘢 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘦.


𝗗𝗼𝗻’𝘁 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗰𝗼𝗺𝗽𝗲𝘁𝗲 𝗮𝗴𝗮𝗶𝗻𝘀𝘁 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘆𝗼𝘂 𝘄𝗼𝗿𝗸 𝘄𝗶𝘁𝗵.

You want to compete 𝘧𝘰𝘳 each other.

👏🏼That’s what a generous culture looks like.


𝗙𝗲𝗲𝗹𝗶𝗻𝗴 𝗚𝗲𝗻𝗲𝗿𝗼𝘂𝘀

If you want help closing the gap between what you say and what you actually do, my free “Feeling Generous” email course will walk you through it.

7 lessons on how generosity helps you:

♦️Be more joyful in your work.

♦️Be more joyful with your family.

♦️Live a healthier, more enjoyable, more fulfilling life.


𝗜𝘀 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘀𝗮𝗶𝗱...𝗼𝗿 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗳𝗲𝗹𝘁?





===============

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📩 Want to turn generosity from slogan to system? Join my free “Feeling Generous” email course (link below).

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