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

IT found her laptop at the service desk with a Post-it note that read "You won."

That was her whole resignation letter.

January: She joined excitedly. First to arrive, last to leave.
Her manager noticed immediately. 
"Finally, someone who cares about excellence."

February: First "feedback" session.
"Your analysis was good, but next time, dig deeper."
She stayed until 9 PM redoing work that was already solid.

April: Another review.
"I need you to be more strategic."
"What does that mean specifically?" she asked.
"If you have to ask..."

She stopped asking.

June: Team meeting.
She presented a new process that would save 20 hours a week.
"Interesting, but let's stick with what already works."

August: Her ideas stopped coming.
Her manager noticed.
"You used to contribute more. What happened?"

October: Performance review.
"Meets expectations."
"Wait. I exceeded every goal..."
"Your engagement just seems low. You can do better."

December: She worked through the holidays.
Fixed a crisis that saved a major client.
Monday morning: "Next time, loop me in sooner."

February, year two: She stopped staying late.
Her manager called her in.
"I'm concerned about your commitment."

March: She went quiet in meetings.
Only spoke when asked directly.
Always agreed.
Never pushed back.

"Finally," her manager told his boss.
"She's becoming coachable."

May: The Post-it note.

IT found it when they went to reset her laptop.
Two words that said everything.

Her manager was furious.
"No notice? No explanation? Completely unprofessional."

Now it's November.
Still haven't found a replacement.
The last three candidates asked specific questions about "management style" and "feedback culture."

All three declined the offer.

Her former manager still tells people:
"She couldn't handle high standards."

She's now running product at their competitor.
That process she pitched in June?
She launched it last month.
It's crushing her competition.

The truth?

Some managers don't build teams.

They create turnover reports.

One resignation Post-it note at a time.

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Bryan Howard

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

"Why is nothing getting done?" the CEO asked. I pointed to his calendar...

47 meetings this week.
His executive team averaged 42.

"When do they actually work?" I asked.

Long pause.

"During meetings?" he said, not understanding me.

"No. When do they DO the work they're meeting about?"

He stared at the screen.

"After hours?" he guessed.

"So you're paying them to talk about work during work hours.
Then do work during life hours."

His face changed.

We pulled up his VP of Sales' calendar.
Back-to-back blocks. 
8am to 6pm solid.

"She just missed her third kid's soccer game," he said quietly.

"And her numbers?" I asked curiously.

"Down 20%."

We both paused. He stared at his desk.

"So, when does she think?"

Another pause.

"Ummm. I guess she doesn't."

I opened the file from his top performer two years ago.
The one who left for a competitor.

"Remember Sandra?"

"Our best COO ever. We miss... I miss her."

"Look at her exit interview."

One line stood out:
"I spent 90% of my time in meetings about the work I never had time to do."

The CEO leaned back.

"We've been so busy looking busy..."

"That you forgot to be productive."

Monday morning. 
He canceled every recurring meeting.

Sent one email:
"No meetings before noon. 
Mornings are for doing.
Afternoons for deciding."

Chaos for two weeks.
People didn't know what to do with the time.

Month three?
Revenue up 30%.
New products shipping on time.
Teams working together seamlessly.
The VP of Sales even made her daughter's championship game.

And won the quarter.

Six months later, he called me.

"We only meet when there's something to decide.
Not something to discuss."

"And?"

"Turns out, that's about 70% less often."

Look at your next meeting.

Count the faces looking back at you.
Each one has real work dying on their desk.
Each one's anxiety is climbing
because it isn't getting done.

They want to build.
Create.
Solve.
Ship.

Instead, they're performing presence... for you.
Nodding at the right moments.
Watching their to-do list grow.
Knowing there's no time.

Fix the calendar.
Or watch those faces disappear.
One by one.

Until you're holding meetings about why nothing gets done.
With no one there to answer you.

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"How are you rolling out the new system?" I asked the VP.

"Email went out Monday," she said. "Documentation attached. We're live next Monday."

"Have you scheduled training sessions?"

"The instructions are very clear," she said dismissively.

"Did you test it with a small group first?"

She frowned. "Why would we do that?"

"To catch issues before..."

She cut me off.

"It's been thoroughly vetted."

"Have you identified who needs the most support?"

"Everyone's smart. They'll figure it out."

"Did you ask managers what concerns they're hearing?"

"Look," she said, getting impatient. "IT built it. We documented it. People just need to use it."

"What's your plan if people struggle?"

"They won't."

Monday came.

Dumpster fire.
By noon, nothing worked.
Everyone was mad.
Fingers pointing everywhere. 
Pure chaos.

The help desk got 200 tickets in three hours.
"System won't accept my entries."
"Getting error messages."
"Lost all morning's work."

Emergency meeting at 2 PM.

"Why is this failing?" the VP demanded.

Tom raised his hand. "The system times out every five minutes."

"Nobody told us about the new approval levels," Sarah added.

"It deleted my entire team's data," Marcus said quietly.

The VP turned to IT. "You said it was tested!"

"We tested the code. Not with actual users."

She locked eyes with me
I said nothing.
I didn't have to.

I could tell she remembered our conversation.
Every question I'd asked.
Every shortcut she'd taken.

Three months later:
Six-figure cleanup cost.
Four employees quit.
Two clients gone.

The VP learned something expensive:

Change management isn't about managing change.

It's about managing people through change.

Skip the people part?

You're not implementing anything.

You're just documenting your  disaster as a cautionary tale.

"What would you do differently if I got fired this afternoon and you were in charge tomorrow?"

My client stared at me.

"I'm serious," I said. "Ask your team that exact question at tomorrow's meeting. Then shut up and listen for the rest of the hour."

"Ummm. That's..."

"Scary?"

He nodded, looking down at the floor.

"When's the last time you got honest feedback?"

Long pause. Too long.

"I don't know if they trust me enough for this."

"They don't. That's why you tell them upfront: 100% safe space. No comment off limits. You're just listening."

He looked uncomfortable. Good.

"What if they say things that..." He stopped midsentence.

"That hurt? They will. Write them down anyway."

Tuesday, 2 PM. Conference room.

He opened with my question. Then added:

"I'm not talking for the rest of this meeting. This is your time. Be honest. Please."

Silence for thirty seconds.

Then Todd spoke up.

"I'd stop the Thursday status meetings. We spend three hours preparing a deck for updates you could get in an email."

Nods around the table.

Sarah jumped in. "I'd let people work from home when they need deep focus. The open office is killing our productivity."

"I'd trust us to make decisions under $10K without three levels of approval," Tom added.

The dam broke.

"I'd stop changing priorities every week."
"I'd give actual feedback, not just 'good job.'"
"I'd let us talk directly to clients instead of filtering everything."

He wrote everything down. He didn't speak, defend, or explain.

Just listened.

Lisa spoke last.

"I'd ask my team what they need to succeed. Then actually do it."

She paused.

"Like you're doing right now."

The room shifted.

"Look," Todd said. "We don't want you fired. We just want you to trust us."

"You hired smart people," Sarah added. "Let us be smart."

His eyes got wet. He kept writing.

When the hour ended, he finally spoke.

"Thank you. Same time tomorrow to discuss what changes?"

They all showed up early.

First change: Thursday meetings became email updates.
Second: Work-from-home Wednesdays available for deep work.
Third: Raised the approval threshold to $25K.

Two months later, he called me.

"Revenue's up 22%. But more importantly..."

"Yeah?"

He chuckled. "They're inviting me to lunch again."

Sometimes the best leadership question isn't about vision or strategy.

It's realizing the answer has been sitting in every meeting.
Hidden in every "That's just how things work here."
Written in every resignation.

Your team knows exactly what's broken.

They're just waiting for someone with the courage to ask.

And the humility to listen.

Most leaders never do. 
So their best people go answer it somewhere else.

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I asked 50 managers the same question. Only 3 could answer it...

"What specific behavior are you trying to change in your team?"

The silence was deafening.

Manager 1 shifted in his seat.
"Well, I need them to be more proactive."

"Which behaviors show proactivity?" I pressed.

Long pause.

"Taking initiative?"

"What does that look like on Tuesday morning?"

Blank stare.

Manager 2 tried harder.
"My team needs better communication."

"Okay. What would better communication sound like in your next meeting?"

"More... updates?"

"Updates about what? From whom? How often?"

She looked away from the camera.

Manager 3 was confident.
"Performance. I need better performance."

"What specific actions create better performance?"

"Working harder?"

"What does working harder look like?"

He muted himself. I could see him thinking.

Then I met Manager 14.

"I need my team to stop solving problems in isolation," she said immediately.
"Specifically, I want them raising their hand within 30 minutes when stuck.
Not after 3 days of spinning."

Clear. Measurable.

Manager 26 didn't hesitate.

"My salespeople are talking 80% of calls.
I need that flipped. Prospects should talk 80%.
I can measure it. Coach to it. Reward it."

Specific behavior.

Manager 39 knew exactly what needed to change.

"My team waits until the monthly review to surface issues.
I need them flagging risks the day they spot them.
In writing, with a recommended solution."

She knew exactly what she needed. She could track it.

The other managers?

They were fighting fog.
Managing feelings.
Coaching concepts.
Fixing... something.
None sure what.

But you can't coach "be more proactive."
You can't measure "communicate better."
You can't fix what you can't name.

Manager 14's team raises their hand now. Immediately.
Manager 26's team closes 40% more deals. Same calls, different ratio.
Manager 39 catches problems in days, not months.

The others are still having the same conversations.
Still wondering why nothing changes.

You can't manage what you can't describe.

And if you're asking for "better" without defining what better looks like?

You're not managing.

You're wishing.

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Want to use ChatGPT to help craft an excellent resume?

Turn on voice mode and tell ChatGPT about each job. Tell it what you did, when you did it, who you did it with, and what the results of doing it were (numbers and other concrete proof details are best). If you won something or received recognition for doing it, make sure to include that.

Speak in your own voice, rather than resume-speak (which is terrible, by they way, and should be banned from existence).

Once you have all of that recorded into ChatGPT, ask it to create a winning resume for you, in plain language, in a simple, easily scannable format. Bonus is you can also load the job ad you're applying for.

You'll get two things from this: 1, a great first draft to polish and 2. practice telling your story out loud in a way that brings your resume to life.

Happy crafting!

I'm laying in a hotel room with my very swollen foot and ankle proppped up on a bunch of pillows.

I knew it wasn't feeling right on my way to the airport, but I stubbornly said I didn't want to miss the wedding.

We just had to call and let them know we couldn't make it. 

I could have made that same call from my house and skipped all this additional pain.

And now I still have to figure out how to navigate the airport to return home.

OK body (and wife). I should have listened.

The real question is, did I learn well enough for next time?

The strategies that built his reputation
were now blocking his evolution.

Frank ran his stores the same way for 25 years.
Customer is king. 
Service with a smile.
Commission-based sales.

Until his best location started bleeding talent.

"Kids don't want to sell anymore," he grumbled.
"I raised commissions
and they still quit."

His newest manager interrupted:
"They don't want to push warranties on grandmas, Frank."

"That's the job," he snapped.

I watched him at the regional meeting.
Preaching about conversion rates.
His team checking Indeed on their phones.

"What worked in 1999 still works," he insisted.

Two months later, his district manager called me.
"Fix him or I'll have to fire him."

I had Frank shadow his youngest store manager.
He watched her build relationships, not transactions.
And she created experiences, not sales pitches.

"That's not retail," Frank said.

"Check her numbers," I replied.

Highest revenue.
Lowest turnover.
Five-star reviews.

Then it finally clicked.

He stopped defending the old playbook.
Started asking instead of telling.
Started listening with curiosity. 
Let his teams teach him.

Six months later?
Best quarter in five years.

"What changed?" his district manager asked.

"I stopped being an expert," Frank said. "Started being a student."

The market rewards learners.

If you're still relying on reputation 
instead of evolution
It will soon be "game over" for you.

Taplio

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