CTCI Technology

Sales Account Executive

Bean Vault Coffee

Being a small business owner requires a combination of skills, including business acumen, marketing savvy, and customer service proficiency. Some of my responsibilities include managing finances, onboarding and supervising employees, as well as marketing our products and services. Providing excellent customer service and building relationships with our customer base is paramount.

Owning a small business can be rewarding, but it also comes with risks. As the owner, you have the freedom to set your own hours and be your own boss. However, there is also the risk of failure. Retail businesses are notoriously difficult to start and maintain, and many fail within the first few years. But the sense of pride you can have when you are successful will be immense. If you are thinking about starting a retail business, I encourage you to go for it. It is not easy, but it is worth it.

Here is a more detailed explanation of three important skills I use while operating my business:

•	Business acumen: Business acumen is the ability to understand and manage a business effectively. This includes understanding the financial aspects of a business, such as budgeting, forecasting, and accounting. It also includes understanding the legal and regulatory environment in which a business operates.
•	Marketing savvy: Marketing savvy is the ability to create and execute marketing strategies that will attract and retain customers. This includes understanding the target market, developing a marketing message, and creating and executing marketing campaigns.
•	Customer service skills: Customer service skills are the ability to provide excellent customer service and build relationships with customers. This includes being responsive to customer needs, resolving customer complaints, and going the extra mile to make customers happy.

Small Business Owner

City of Hoboken

As one of the Hoboken Police Department's law enforcement IT network administrators, I am responsible for the design, implementation, and maintenance of information technology (IT) systems and networks for our law enforcement agency.

This includes tasks such as:

•	Planning and designing IT systems and networks
•	Purchasing and installing IT hardware and software
•	Configuring and maintaining IT systems and networks
•	Providing technical support to users
•	Troubleshooting and resolving IT problems
•	Keeping up to date with the latest IT technologies
•	Implementing security controls
•	Managing user accounts and permissions
•	Monitoring IT systems for performance and security issues
•	Providing training to users on IT security

As an IT network administrator, I have a strong understanding of our information technology (IT) systems and networks. I am also able to work independently and as part of a team, while focusing on saving the department time and resources. We are confidential employees who handle confidential and sensitive information. 

The role of a law enforcement IT network administrator is challenging and rewarding. It requires my partner and I to use a combination of technical, problem-solving, and communication skills in an efficient and effective manner. I play a vital role in keeping my law enforcement agency safe and secure.

Police Sergeant & Information Technology Network Administrator

As a school resource officer (SRO), I was embedded within the Hoboken School System, working side-by-side with educators, students, their families, and the community at large. In addition to providing basic safety and security, our overarching intent was to generate lasting relationships and bonds with our community's youth, which could be leveraged to foster societal change in the way law enforcement is perceived.

The Hoboken Police Departments SRO program are sworn police officers who have received specialized training in working with children and youth. 

Our duties included:

•	Providing a safe and secure learning environment. This included patrolling the school grounds, responding to incidents, and investigating crimes.
•	Educating students about crime prevention and safety. As SROs, we instructed students about topics such as stranger danger, cyberbullying, and drug abuse.
•	We resolved conflicts by mediating disputes between students, staff, and parents. 

SROs play an important role in keeping our schools safe and providing a positive learning environment for all students.

School Resource Officer

As a senior patrol officer, I was often called upon to be a mentor to younger officers in order to develop them into effective members of the patrol staff. 

Some of our duties included:

•	Enforcing laws and ordinances
•	Responding to calls for service
•	Investigating crimes
•	Making arrests
•	Providing public safety information
•	Building relationships with the community

We were able to think quickly and make sound decisions in high-pressure situations. The ability to handle stress, work long hours, and have mental toughness are essential skills for patrol officers. Patrol officers play an important role in keeping our communities safe, and they are essential to the law enforcement profession.

Senior Patrol Officer 

As a county-wide narcotics detective, I investigated drug-related crimes that occurred in multiple jurisdictions. I worked with several members of other law enforcement agencies under the leadership of the Hudson County Prosecutor's Office. Each municipality that sent a detective to this task force did so to pool resources and expertise, as well as to have the ability to use undercover operations and wiretaps to gather evidence and enforce Controlled Dangerous Substance (CDS) laws. Our greatest strength was the ability to work collaboratively with other law enforcement agencies and the public.

Some of our daily responsibilities included:

•	Investigating drug-related crimes, such as trafficking, manufacturing, and distribution
•	Conducting surveillance on suspected drug dealers and traffickers
•	Making arrests and seizures of drugs and drug paraphernalia
•	Interviewing witnesses and suspects
•	Preparing reports and testifying in court

We also worked to educate the public about the dangers of drug abuse and to prevent drug use in our communities. We did this by conducting presentations at schools, community centers, and other venues. 

Being a county-wide narcotics detective was a challenging but rewarding experience. I was proud to be part of a team that was making a difference in our community by fighting drug trafficking and abuse.

Detective assigned to County Wide Narcotics Task Force    

Responsible for building relationships with the community and working to solve problems that affect the community. I attended community events, met with residents, and worked with local businesses to identify and address crime and social disorder. The Hoboken Police Department's Community Policing Officer unit was responsible for enforcing the law, but we performed this task in a way that was respectful of the community and that built trust and meaningful relationships between the police and the citizens of Hoboken.

Community Policing Officer 

As a Narcotics Detective in the unit, I played an important role in keeping our community safe from the dangers of drug trafficking and abuse. We were often called upon to work long hours and deal with dangerous situations, but we were committed to making a difference in our community.

We were tasked with 

•	Investigate drug-related crimes, such as trafficking, manufacturing, and distribution
•	Conduct surveillance on suspected drug dealers and traffickers
•	Making arrests and seizures of drugs and drug paraphernalia
•	Interviewing witnesses and suspects
•	Prepared reports and testified in court
•	Worked with other law enforcement agencies to combat drug trafficking
•	Educate the public about the dangers of drug abuse

Members of this unit possessed many skills we drew upon such as  

•	Excellent investigative skills
•	Strong analytical and problem-solving abilities 
•	Excellent communication and interpersonal skills
•	Ability to work independently and as part of a team
•	Ability to handle stress and work long hours

Detective Vice / Narcotics  Squad

City of Hoboken Police Department 

I am a highly motivated and seasoned professional with a proven track record in law enforcement, small business project management, and sales. My background as a Former Police Sergeant has equipped me with strong leadership skills that inspire and empower others to reach their full potential. I am mission-driven, dedicated, and thrive in team environments where collaboration and excellence are paramount.

As a Sales Executive, I leverage my expertise to drive sales growth and cultivate lasting customer relationships. My approach is rooted in integrity, positivity, and empathy, ensuring that I meet and exceed my goals.

As a customer-focused small business owner, I understand the critical importance of delivering exceptional customer service. Creating a positive customer experience is the cornerstone of building loyalty and generating repeat business. My team and I are committed to engaging with our customers daily, ensuring their satisfaction and continued support.

I am passionate about what I do and bring a strong work ethic and relentless drive to every challenge I undertake.

Justin L DePascale

Peoplyst

As CEO of Peoplyst, I lead the company’s vision, strategy, and operations, ensuring we deliver high-impact solutions in hiring, leadership, workforce training, HR technology, and business growth. I manage our team, drive business development, and work directly with companies to help them build stronger, more engaged workforces.

Key Responsibilities & Impact:

Company Strategy & Leadership – Setting Peoplyst’s vision, growing the business, and leading a high-performance team.

Talent Acquisition & Hiring Solutions – Helping businesses attract, hire, and retain top talent through optimized recruitment and workforce planning.

Leadership & Workforce Training – Leading Peoplyst in delivering scalable leadership development and workforce performance programs that improve engagement and retention.

HR Compliance & Technology – Advising companies on HR tech selection, implementation, and compliance strategies to streamline workforce operations.

Business Growth & Change Management – Helping organizations scale effectively by aligning leadership, workforce strategy, and culture with long-term goals.

Client Partnerships – Working directly with business owners and HR leaders to develop customized people strategies that drive measurable results.

Author & Speaker | Workforce Strategy & Leadership

Beyond Peoplyst, I am an author and keynote speaker, sharing insights on hiring, leadership, and workforce strategy. My book, The Vanguard Edge, provides a framework for building high-performing teams, and I speak at conferences and leadership summits on solving workforce challenges and creating people-first cultures.

Through Peoplyst and my thought leadership, I help businesses turn people problems into competitive advantages, ensuring they build stronger teams, improve engagement, and optimize performance.

Chief Executive Officer

Marshall Goldsmith Stakeholder Centered Coaching

As a Marshall Goldsmith Certified Executive Coach, I work with senior leaders, executives, and business owners to enhance leadership effectiveness, strengthen executive presence, and drive measurable improvement. Using the Stakeholder Centered Coaching model, I help leaders develop key behaviors that improve performance, engagement, and team dynamics—without taking valuable time away from their day-to-day responsibilities.

Proven, Measurable Leadership Coaching

Guaranteed & Measurable Results – 95% of leaders using this method show documented leadership improvement, based on direct stakeholder feedback.

Leadership Growth Without Disruption – Coaching integrates seamlessly into a leader’s workflow, ensuring growth happens on the job, in real time.

Behavior-Based Leadership Development – Focuses on accountability, feedback-driven improvement, and sustained behavioral change.

Stakeholder Involvement – Engages key team members in the coaching process to create lasting cultural impact and team-wide improvement.

Global Leadership Insights – Certified to deliver the Global Leader of the Future 360 Evaluation, a premier assessment tool used to identify high-impact leadership strengths and growth areas.

I have coached executives, senior leaders, and high-potential professionals across industries, helping them drive business results, improve leadership effectiveness, and build high-performing teams.

This proven coaching system is designed for successful leaders who want to be even more successful—leveraging direct feedback, structured accountability, and strategic coaching to ensure measurable growth.

Executive Coach

American Challenger Development Corporation

As the Chief People Officer for Bank Cache, a startup bank, I was responsible for designing and implementing the entire HR function from the ground up, ensuring compliance with regulatory requirements and aligning workforce strategy with the bank’s business goals.

Built HR From the Ground Up – Designed and launched all HR functions, including talent acquisition, workforce planning, compensation, benefits, compliance, employee relations, and training.

Hired the Team – Led full-cycle recruiting, hiring all employees across multiple departments.

Developed Compensation & Benefits Strategy – Created competitive salary structures, pay plans, and benefits programs to attract and retain top talent.

Established HR Compliance & Policies – Built HR governance frameworks aligned with banking industry regulations and labor laws.

Implemented HR Technology & Systems – Integrated HRIS, payroll, learning management, and benefits administration platforms for streamlined workforce operations.

Led Workforce Transition & Closure – Managed the wind-down process, ensuring compliance, employee offboarding, and operational wrap-up as the last employee.

This experience reinforced my ability to build scalable HR functions, develop compensation strategies, hire top talent, and navigate complex business transitions—expertise I continue to bring to organizations today.

Chief People Officer

Acosta

Led global HR operations, talent acquisition, payroll, HR technology, and learning & performance systems for a workforce of 30,000 employees across multiple countries. Designed and executed workforce strategies that improved hiring efficiency, HR service delivery, employee engagement, and global HR technology integration.

Key Responsibilities & Impact:

Global Talent Acquisition Strategy – Led hiring for 25,000+ roles annually across domestic and international markets, ensuring alignment with long-term business objectives.

HR Technology & Process Optimization – Launched a new human capital management system that unified multiple subsidiaries and countries onto a single, scalable platform.

Cost Savings & Efficiency Gains – Reduced cost per hire by 22% by streamlining talent acquisition roles and processes in partnership with internal and external stakeholders.

Learning & Development Systems Transformation – Harmonized three learning management systems into one common platform, leading the selection process, learning consulting, and change management.

HR Operations & Employee Experience – Improved HR Call Center and Help Desk outcomes, reducing cost to serve by 18% while enhancing employee support across multiple locations.

Employee Engagement & Workforce Insights – Administered an employee engagement survey for 30,000+ employees, leading post-survey action planning and execution.

This role strengthened my expertise in global workforce strategy, talent acquisition, HR technology implementation, employee experience optimization, and operational efficiency, ensuring scalable and measurable HR solutions for enterprise-level organizations.

SVP, Head of HR Operations & Talent Acquisition

Led HR operations, payroll, and employee service functions for a global workforce, ensuring efficiency, compliance, and improved employee experience. Partnered with key stakeholders to enhance HR service delivery, workforce communications, and performance management across multiple countries.

Key Responsibilities & Impact:

Global Payroll Leadership – Managed a global payroll team processing nearly 1 million paychecks annually across five countries, ensuring compliance, accuracy, and efficiency.

HR Technology & Employee Communications – Implemented new digital platforms to improve how employees access HR information, creating a more responsive and accessible HR experience.

Performance Management & Leadership Development – Redesigned and launched a new performance management process focused on continuous employee engagement, succession planning, and coaching to develop top talent.

This role deepened my expertise in HR service delivery, payroll management, workforce communication, and performance optimization, ensuring a scalable and technology-driven approach to HR operations.

VP, Head of HR Operations and Services

EverBank

Led the transformation of talent strategy, leadership development, and organizational effectiveness for a workforce of 4,000+ employees across multiple U.S. locations. Oversaw the Talent Acquisition, Learning & Development, and Organizational Development functions, ensuring alignment with business strategy and workforce needs.

Key Responsibilities & Impact:

Leadership & Manager Development – Built programs to strengthen executive, managerial, and emerging leader capabilities, driving business performance.

Talent Acquisition Optimization – Reduced cost per hire by 42% ($1.5M savings in 18 months) by coaching the Talent Acquisition team and refining hiring processes.

Hiring Process Improvement – Decreased time to fill by 26% and candidate days in process by 28% through recruiter cross-training and hiring manager coaching.

Employee Engagement & Culture – Achieved 91% participation rate in a new annual employee engagement survey, driving actionable workforce insights.

Diversity & Inclusion Initiatives – Led D&I efforts in leadership training, hiring strategies, community outreach, and employee communications.

Workforce Communication & Engagement – Launched internal communication initiatives, including newsletters, electronic handbooks, site posters, and digital messaging via internal TV networks.

This role strengthened my expertise in leadership development, talent acquisition strategy, employee engagement, culture transformation, and organizational effectiveness, ensuring companies build high-performing, engaged, and diverse teams.

VP, Head of Talent and Organizational Development

Led the enterprise-wide learning and development strategy, ensuring leadership readiness, workforce capability building, and organizational effectiveness. Designed and implemented high-impact management training, risk assessment education, and customer experience development programs that drove measurable business outcomes.

Key Responsibilities & Impact:

Leadership & Management Training – Designed and launched the Foundations of Management Program, a 13-course voluntary leadership development program that increased promotion rates and improved performance scores across the organization.

Enterprise Risk Training – Developed and delivered Risk Control Self-Assessment training for all risk control owners, including executive team members, ensuring compliance and proactive risk management.

Customer Experience & Service Training – Designed and delivered client focus training for the Mortgage Servicing team, leading to significant, sustained increases in net promoter scores (NPS) and customer satisfaction.

This role strengthened my expertise in leadership development, workforce training, risk management education, and customer experience transformation, ensuring employees at all levels were equipped to lead, manage risk, and enhance client interactions.

VP, Head of Learning & Organizational Development

Wells Fargo

Advised and coached managers on human performance improvement (HPI/HPT methodologies) to address performance gaps, enhance team effectiveness, and resolve workplace challenges. Partnered with leaders to develop structured interventions, coaching strategies, and performance management solutions that drove measurable workforce improvements.

Key Responsibilities & Impact:

Manager Coaching & Performance Strategy – Counseled leaders on identifying and addressing employee performance gaps, ensuring successful outcomes through structured coaching and corrective action plans.

Human Performance Improvement (HPI/HPT) – Applied proven methodologies to analyze performance barriers, design targeted interventions, and enhance individual and team productivity.

Conflict Resolution & Behavioral Coaching – Guided managers in handling sensitive workplace issues, including behavioral concerns, team conflicts, and engagement challenges, ensuring alignment with company values and HR policies.

This role strengthened my expertise in performance consulting, leadership coaching, workplace conflict resolution, and human performance improvement strategies, helping organizations build more engaged, high-performing teams.

VP, Performance Consultant

JPMorgan Chase - Learning and Performance Solutions

Led and managed a team of 75 HR and learning professionals across the U.S., overseeing the planning, execution, and evaluation of learning programs for 14,000+ employees in Mortgage Banking Borrower Assistance. Ensured training initiatives were delivered on time, at scale, and in alignment with compliance and business needs while applying change management strategies to enhance adoption and effectiveness.

Key Responsibilities & Impact:

Enterprise Learning Strategy & Execution – Delivered 350,000+ learner hours and developed 500 unique courses for 14,000+ employees in just five months.

Regulatory Compliance Training – Designed and implemented 270+ training deliverables to meet OCC Consent Order requirements within 120 days.

Stakeholder Collaboration – Partnered with Policy & Procedure, Legal, Compliance, and Business teams to improve training consistency and client satisfaction.

Curriculum Development & Continuous Improvement – Evaluated training effectiveness, implemented enhancements, and created reusable learning solutions that aligned with evolving business needs.

Change Management & Large-Scale Learning Initiatives – Applied structured change management practices to ensure seamless training execution and organizational readiness.

This role strengthened my expertise in corporate learning strategy, compliance training, large-scale training delivery, and organizational change management, ensuring training programs were efficient, scalable, and business-aligned.

Vice President, Training Director

Led a team of 35 instructional designers across the U.S., overseeing the design, development, and implementation of mortgage banking training materials. Focused on enhancing learning effectiveness, developing leadership talent, and optimizing instructional design processes to support enterprise-wide training initiatives.

Key Responsibilities & Impact:

Instructional Design Leadership – Managed a team responsible for creating and delivering mortgage banking training programs, ensuring alignment with business goals and compliance requirements.

Mentorship & Leadership Development – Identified and developed high-potential instructional designers, resulting in three internal promotions into supervisory and management roles.

Training Content Optimization – Ensured the quality, consistency, and effectiveness of training materials to drive learner engagement and retention.

This role strengthened my expertise in instructional design leadership, talent development, mortgage banking training, and workforce learning strategy, ensuring scalable and high-impact learning solutions.

AVP, Training & Instructional Design Manager

Unison Industries / GE Aviation

Designed and developed education and training materials for diverse audiences, ensuring effective knowledge transfer and skill development. Worked across all stages of technical content development, supporting enterprise training initiatives through instructional design best practices and innovative learning solutions.

Key Responsibilities & Impact:

Instructional Design & Content Development – Created technical training materials across multiple learning formats, ensuring clarity, effectiveness, and alignment with business needs.

Template & Learning Framework Development – Assisted in designing standardized instructional templates and elements to enhance consistency across training materials.

Multi-Modal Learning Design – Developed content for various delivery modes, including instructor-led training (ILT), eLearning, and blended learning solutions.

This role strengthened my expertise in technical training design, instructional content development, and learning framework standardization, ensuring training programs were scalable, structured, and impactful.

Instructional Design Consultant

I help businesses solve people problems.

Solving People Problems. Driving Business Success.

At Peoplyst, we help businesses solve workforce challenges with solutions that get it done - and keep it done. Whether it's hiring, leadership, compliance, or organizational change, we create and implement strategies that improve performance and simplify people operations.

With decades of experience in talent acquisition, workforce strategy, leadership development, and HR technology, I’ve helped companies from startups to Fortune 50 firms build stronger teams, improve engagement, and scale effectively.

Where Companies Struggle (And How We Fix It)

Talent & Hiring
Finding and keeping the right people shouldn’t be a struggle. We help businesses align hiring with growth, improve candidate experience, and optimize onboarding to retain top talent.

Workforce Performance
A high-performing team isn’t built by chance—it’s built with strategy. We create engagement, leadership, and accountability systems that turn employees into a company’s greatest asset.

HR Compliance & Technology
HR should work for you, not against you. We streamline operations, implement the right HR tech, and ensure compliance so businesses reduce risk and stay efficient.

Change & Growth Strategy
Growth is good—when it’s managed well. We help companies navigate transitions, scale effectively, and align leadership and culture with their long-term vision.
If your people aren’t thriving, your business isn’t either. Let’s fix that.

Message me to discuss how Peoplyst can help.

Want free content on People Problem topics? Click the Connect or Follow button.

Want more free content? Visit our Blog at https://peoplyst.com/blogs/

Had enough pain and want to discuss making your People Problems disappear?
Book a call with me here: https://calendly.com/bryan-howard-mpg/fix-your-people-problem

Bryan Howard

"Why does our top performer get the worst reviews?" the VP asked me.

I was reviewing their annual performance data.

"Show me," I said.

She pulled up the ratings.
Diana: 2.8 out of 5.
Below average on "collaboration."
Low marks for "team player."

"What's her actual performance?" I asked.

"Exceeded every target.
Landed our biggest client.
Trained three new hires."

"So why the low scores?"

"Her peer reviews are dragging her down."

I scanned the comments.
"Too direct."
"Challenges ideas too much."
"Not supportive enough."

"Let me talk to Diana," I said.

"I used to give honest feedback," Diana told me.
"Said our pricing model was broken.
Got dinged for 'negativity.'"

"What happened with the pricing?"

"They finally fixed it six months later.
After we lost two major accounts."

"What else?"

"I questioned why we needed 
eleven approvals for a simple contract change.
Manager said I wasn't being collaborative."

"Are you still giving feedback?"

"No. I learned my lesson.
Now I smile. Nod. Say everything's great.
My reviews are improving."

"But nothing's actually improving?"

"We're making the same mistakes.
Just with better vibes." She chuckled.

I went back to the VP.

"Your review system doesn't measure performance," I said.
"It measures compliance."

"That's not true."

"When was the last time someone
got promoted for challenging bad ideas?"

Silence.

"When did someone get rewarded for preventing a mistake?"

More silence.

"You've trained your best people to stay quiet.
And your mediocre people to stay nice."

A few months later, they redesigned the system.

Added a category: "Constructive Challenge."
Points for identifying problems early.
Rewards for preventing costly mistakes.

Diana got promoted.

"What changed?" I asked the VP.

"We stopped confusing agreement with alignment.
Stopped mistaking silence for harmony."

"And?"

"Turns out our 'difficult' people
were our most valuable.
They actually cared enough to speak up."

Here's the truth about performance reviews:

Most companies don't reward performance.
They reward performance theater.

The person who says the meeting was great
beats the person who says it wasted an hour.

The person who agrees with bad ideas
beats the person who prevents disasters.

You think you're measuring contribution.
You're measuring conformity.

And your best people?
They've already figured out the game.

They're just deciding whether to play it
or find somewhere that values truth over comfort.

_____
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Simple, proven systems to turn workforce potential into high performance. People problems, solved. | Recruiting, Leadership & Employee Development, HR Tech and Change Management

"She's toxic, but she's our top performer," the director said.

I'd been brought in to diagnose their retention crisis.
Forty percent turnover in operations.

"Define toxic," I said.

"Brilliant. But brutal.
Makes people cry in meetings.
Takes credit for everything.
Undermines anyone she sees as competition."

"How long has this been happening?"

"A few years."

"And you've addressed it?"

He shifted. "We've tried everything."

"Show me everything."

He opened his laptop.

"We moved her team to a different floor."

"So she couldn't terrorize them in person?"

"We restructured. Put a buffer manager between her and the team."

"Who quit after four months?"

"We sent her to leadership coaching."

"Did she go?"

"Twice. Said it was beneath her."

"What else?"

"We created a special projects role.
No direct reports."

"And?"

"She poisoned three cross-functional teams.
Two project leads transferred.
One quit."

I looked at the org chart.
Twelve people had reported to her.
Nine were gone.

"You haven't tried everything," I said.
"You've tried everything except the one thing that would work."

"We can't lose her expertise."

"You've already lost nine people's expertise.
How much expertise is one person worth?"

"She delivers half our revenue."

"By herself? Or through the team she destroys?"

Silence.

"Let me guess," I said.
"Every time someone quits, she absorbs their best accounts.
Claims she's saving the company.
Becomes more 'indispensable.'"

His face told me I was right.

Three months later, he called.

"We finally did it."

"What happened?"

"She screamed. Threatened to take clients.
Said we'd fail without her."

"And?"

"Two clients followed her.
Twenty stayed.
Her old team is thriving.
Revenue is up 30%."

"How?"

"Turns out people perform better
when they're not terrified.
Who knew?"

"What really changed?"

"Everything.
People share ideas now.
They collaborate instead of compete.
They actually show up wanting to work."

"The ones who quit?"

"Three came back.
Said they loved the company.
Just couldn't work with her."

Here's the truth about toxic high performers:

They don't deliver in spite of their behavior.
They deliver because of it.

They create the chaos.
Then position themselves as the only solution.
They burn out the team.
Then claim they're carrying everyone.

You think you can't afford to lose them.
But you can't afford to keep them.

Because every day you protect the destroyer,
you lose another builder.

And eventually, you're left with one toxic star
and a graveyard of what could have been.

_____
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.

Solving People Problems | Recruiting, Leadership & Employee Development, HR Tech and Change Management

"Our one-on-ones are pointless. 
Everyone says they're fine. Then they quit," the director told me.

I was helping them with their tanking retention.

"Show me your one-on-one template," I said.

He pulled it up.
How's your week?
Any blockers?
Project updates?
What do you need from me?

"It's not a one-on-one," I said.
"It's an interrogation."

"We cover everything important."

"You cover everything tactical.
You miss everything human."

"What's the difference?"

"Let me sit in on a few."

First one:
Eight minutes.
Manager questioned.
Employee gave one-word answers.
Both checked a box.

"Everything good?" the manager asked.

"Yep, all good."

I pulled the employee aside.

"How are things really?" I asked.

"Honestly? I'm drowning.
Mom's sick. I'm behind.
Haven't slept in weeks."

"Why didn't you mention any of that?"

"He asked about blockers.
Not about me."

Saw the same pattern all week.
Employees performing "fine."
Managers accepting it.
Nobody really talking.

I went back to the director.

"Your managers are asking the wrong questions," I said.

"What should they ask?"

"Stop asking 'How's your week?'
Start asking 'What's taking up most of your mental energy?'

Stop asking 'Any blockers?'
Start asking 'What's frustrating you right now?'

Stop asking 'What do you need?'
Start asking 'What would make next week better than this one?'"

"That sounds touchy-feely."

"You want to know why people really leave?
It's never about the blockers they mention.
It's about the struggles they don't."

He rolled it out to his managers.

Three months later, he called.

"We just had our best retention quarter in two years."

"What changed?"

"Turns out when you stop interrogating people,
they start telling you the truth.

One manager discovered half his team was burned out.
Another found out her star performer felt completely unchallenged.
Things we never would have known with our old template."

"And now?"

"Now our one-on-ones actually matter.
People show up differently when they know it's a conversation, not a cross-examination."

I see this pattern everywhere.

Companies spend thousands on engagement surveys.
Install suggestion boxes.
Create anonymous feedback channels.

But their managers run one-on-ones like police interviews.

Here's the truth about one-on-ones:

The more you interrogate,
the less you learn.

The more you script it,
the less real it becomes.

The moment it feels like surveillance,
people start performing instead of sharing.

Your best people aren't looking for another status check.
They can send that in an email.

They're looking for a conversation with someone who actually cares
about more than just their deliverables.

Because when one-on-ones feel like interrogations,
people tell you what you want to hear.

When they feel like conversations,
people tell you what you need to know.

_____
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.

"Everyone agreed in the meeting," the CEO told me.
"So why did the initiative fail?"

I'd been brought in to diagnose why their transformation stalled.

"Show me the meeting notes," I said.

Perfect alignment. No objections.
Everyone nodding. Unanimous decision.

"Now show me what happened after."

He pulled up emails and messages.
Three different interpretations.
Four competing workstreams.
Several people actively undermining it.

"They all said yes in the meeting."

"No. They said nothing.
There's a difference."

I interviewed his leadership team.

"I knew it wouldn't work," the CFO told me.
"But the CEO was excited. Why fight it?"

"The plan was flawed from day one," said the COO.
"But I wasn't going to be the bad guy."

"We tried this three years ago," the VP of Sales said.
"Failed then. But nobody wants to hear that."

"Where did you share these concerns?" I asked each one.

"Coffee with my team."
"Side conversations with peers."
"Venting sessions over drinks."

Never in the room where it mattered.

I went back to the CEO.

"You don't have consensus," I said.
"You have compliance."

"But they all agreed..."

"They performed agreement.
Then held their real meetings.
The ones where they spoke honestly."

"What real meetings?"

"The ones at the coffee machine.
The ones in private offices after.
Where they undo everything you just decided."

He looked defeated. "Every big decision ends like this."

"Because you've made disagreement dangerous."

"I encourage open dialogue..."

"You encourage polite silence.
People know what happens to dissenters."

I showed him the pattern:
"Someone raises concerns.
Gets labeled 'not strategic.'
Learns to keep quiet.
Saves their truth for safer spaces."

"How do I fix this?" he asked.

"Make dissent mandatory."

A month later, new rules:

No decision without documented objections.
Every proposal needs a designated skeptic.
"What will fail?" goes before "What will work?"
Anonymous concerns get priority discussion.

First meeting with new format:
Chaos.
Real arguments.
Actual problems surfaced.

"This is uncomfortable," the CEO texted me.

"Good. Comfort was your enemy."

The result?
First successful transformation in three years.
Saved them $4M in failed initiatives.

Why?

The hidden objections became visible.
The real concerns got addressed upfront.
The sabotage stopped.

Because people don't undermine decisions they helped shape.
They undermine decisions they pretended to support.

Here's the truth about organizational alignment:

If everyone agrees immediately,
no one's being honest.

Real consensus is messy.
It's uncomfortable. It's loud.
It happens in the open, not in whispers.

Your biggest threat isn't the person who argues with you.
It's the one who nods along
then builds a competing strategy in secret.

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.

"I have five mentors," the rising star told me.
"But I'm still stuck at senior manager."

I was helping her company figure out why top talent kept leaving.

"What about sponsors?" I asked.

"What's the difference?"

"Mentors tell you how to navigate the game.
Sponsors change the game for you."

She looked confused.

"Your mentors give great advice?"

"Amazing advice. Coffee chats. Career planning. 
They help me see what I'm missing."

"Ever get promoted based on their advice?"

Silence.

"Let me guess. They tell you to be patient.
Build your skills. Wait for the right opportunity."

"Exactly."

"Meanwhile, who's getting promoted?"

"People with half my experience.
But their boss fights for them in talent reviews."

"That's a sponsor."

I pulled up her company's last promotion cycle.
87% of promotions had one thing in common:
A senior leader who advocated in the room.

Not a mentor who gave advice.
A sponsor who took action.

"My mentors genuinely care about me," she said.

"I'm sure they do.
But caring doesn't get you promoted.
Power does."

I talked to her mentors.

"She's brilliant," one said.
"I tell everyone how talented she is."

"Do you advocate for her in succession planning?"

"That's not my place. I'm not her manager."

"When her name comes up for opportunities?"

"I'm not usually in those discussions."

There it was.
Five mentors. Zero power.
All advice. No advocacy.

I went to the CHRO.

"Your mentorship program is failing," I said.

"We have 200 mentor-mentee pairs."

"How many mentees got promoted last year?"

She pulled the data. "Eight."

"Out of 200?"

"The program is about development, not promotion."

"Development without advancement is just busy work."

We dug deeper.
The eight who got promoted?
They all had sponsors, not just mentors.

Someone who didn't just give advice.
Someone who put their reputation on the line.

Six months later, new program:
Every high-potential gets a sponsor.
Not someone who meets for coffee.
Someone who owns their advancement.

Sponsors had skin in the game:
Their performance review included
their sponsee's career progression.

The result?

Promotion rate for sponsored talent: 73%.
Promotion rate for mentored-only talent: 11%.

The rising star from earlier?
Her sponsor got her promoted twice in 18 months.

"What changed?" I asked her.

"My mentor taught me how to fish.
My sponsor made sure I got in the boat."

Here's the truth about career advancement:

Mentors open your mind.
Sponsors open doors.

Mentors share wisdom.
Sponsors share power.

Mentors tell you what you need to know.
Sponsors make sure the right people know you.

Your best employees aren't looking for another coffee chat.
They're looking for someone who'll fight for them
when they're not in the room.

Because in most companies,
talent alone doesn't get you promoted.
Advocacy does.

_____
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.

Happy Thanksgiving to you and your families! I'm thankful for you all.

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