Succession Isn’t Just Strategy—It’s Human: How Visionary Leaders Can Transition with Intention

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

Succession Isn’t Just Strategy—It’s Human: How Visionary Leaders Can Transition with Intention

For many founders, succession planning feels like a legal checklist or a financial transaction. But as Andrea Carpenter, President of The Transition Strategists, explains in our latest episode of the Scale Smart ,Grow Fast podcast—it’s so much more than that. Succession is personal. It’s emotional. It’s about legacy, identity, and preparing the next generation to lead.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

Why Succession Planning Starts with Self-Awareness

Andrea, a next-gen successor herself, is walking the same roadmap she guides her clients through. Her transition into leadership within Elizabeth Ledoux’s company shows firsthand how complex and meaningful internal business transitions can be. From leadership development to defining fair equity deals, the process is never as straightforward—or as quick—as many founders expect.

“The biggest surprise? Timelines. What you think will take a year can easily stretch into three or more,” Andrea shares.

Mindset Shifts Every Founder Needs

Many visionary leaders delay succession planning due to fear: fear of letting go, fear of family conflict, or simply not knowing what comes next. Andrea emphasizes that successful transitions require a clear vision of your “next adventure” as much as a plan for who will lead the business.

Common mindset shifts include:

  • Redefining your role as a mentor or advisor, not just the CEO
  • Decoupling your identity from your company
  • Designing a legacy that supports both the business and your family

Don’t Wait Until It’s Urgent

Andrea recommends starting the process 3–5 years before your desired exit. Whether it’s an internal succession, employee buyout, or third-party sale, you need time to develop leaders, align your values, and structure a deal that’s fair, strategic, and tax-efficient.

“The sooner you start, the more options you’ll have—and the more intentional your legacy can be.”

Tools for Intentional Transition

Andrea shares two powerful tools they use at The Transition Strategists:

  • The IMAP Assessment – to understand individual wiring and communication styles
  • The Objectives Matrix – to clarify what’s most important to each stakeholder in the transition

These tools help families and leadership teams move from conflict and assumption to alignment and trust.

💡 Key Takeaway: Succession Is About People, Not Just Process

If you want to pass your business on without breaking what you built, the time to start planning is now. Don’t wait until it’s urgent—start having the right conversations today.

🔗 Resources & Links:

Workergenix helps entrepreneurs escape the day-to-day grind with AI-powered executive assistants trained to think, act, and lead like true business partners.

⏳ Ready to delegate smarter and lead with more clarity?
👉 Schedule a free discovery call

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green: All right. Hey, everybody. Welcome back to the Scale Smart Grow Fast podcast. Succession isn’t just a legal or financial process. It’s a human one. In this episode, Andrea Carpenter, president of The Transition Strategists and host of Your Next Gen Friend, shares how visionary leaders can prepare for transition with intention. Drawing from her own journey as a next-gen successor, Andrea offers practical and heartfelt insights for business owners who want to plan for the future, nurture rising leaders, and build a legacy that outlives their calendar.

Andrea Carpenter: I’m good, thanks for having me, Harley.

Harley Green: Awesome. Andrea, how did you get into this line of business? It’s quite unique.

Andrea Carpenter: It is quite unique. When I left my full-time W2, I thought I was going to grow and start my own business. Long story short, there was this period of figuring out who I wanted to serve. I’m second generation in my own family. My dad built and scaled a very successful business, which he ultimately exited. When your family has some type of wealth event, for some next-gens it happens early in their life or they’re born into it, their family already has the money. In some families it happens later. Suddenly there’s this shifting of identity and questions around, “What am I doing? What is my relationship with money?” For many next-gens, there’s a tipping point where they start to think about these things.

I thought it would be great if I could serve next-gens in some capacity. I met Elizabeth Ledoux, who’s now my business partner. She has always focused on internal transitions—how to help families stay together when parents are thinking about passing the business to their kids. It’s really about the whole person, the human side of families and business. A lot of people think it’s an either-or choice: my business stays together or my family does. We’ve proven that’s not true. The process we use also helps people decide what their options are. So people start thinking about what’s important to them and what the right path looks like. I began to think about all this in the context of successors and next-gens in families making a decision to come into a business they didn’t start. It’s a very different journey.

If you’re the founder, your identity is tied to the business. But for someone coming in as a second generation, it’s different. That fit really well with my experience and my desire to help next-gens. It’s turned a bit meta now because I’m a successor in Elizabeth’s business. We’re on a five to seven-year roadmap where she will transition and sell her equity to me. We get to decide that together, now that we’re on the roadmap together.

Harley Green: I love it. You’ve lived it, experienced it, and are continuing to experience it. What has surprised you the most about transitioning from the outside in?

Andrea Carpenter: Timelines are crazy. You look at a situation and think, “This will take a year and a half, maybe two.” You imagine you’ll be ready to take over, be the greatest leader in the world—but that’s not how it works. Even selling a business to the market can take two to three years. When it’s an internal transition, the leadership development required, the understanding of the business, the relationships with vendors—there’s so much a founder does that takes time to transfer.

From when Elizabeth invited me to be a potential successor, it took about a year and a half before our first legal documents were done. Deciding the purchase price—what I can afford, what she’s willing to accept, what’s fair—takes time. Our process focuses on what’s important to the people involved. Elizabeth thought she had 10 years left before retirement. Her husband said, “I’m retiring in six or seven—can we retire together?” It’s not just your decision. Other people’s lives are involved.

In my case, I was 30 and my husband and I were thinking about starting a family. I got pregnant in the middle of the process. Life happens. When you’ve thought about succession early and know your direction, your ability to pivot and respond is much greater. You’re aligned and can have good conversations when things change.

Harley Green: Many founders might struggle with letting go. Are there certain mindset shifts you believe are essential?

Andrea Carpenter: We use the word “metamorphosis.” We talk about six areas: role shifts, power dynamics, and legacy. Maybe you transfer bookkeeping but keep business development. That’s okay. It’s not all-or-nothing. The legacy piece is big—thinking, “My business is my legacy,” then realizing, “Now my legacy is letting it live on.”

Every owner needs an idea of their next adventure. The successor also has a next adventure—the business. My next adventure is hopefully owning The Transition Strategists. Right now, I’m a partial owner. Elizabeth’s next adventure will be stepping out—maybe still doing something she enjoys. Some people want to be with family, travel, golf, or get involved in philanthropy or mentoring. If you don’t have something to move toward, you’ll never fully step out of the way. That’s true even if you’re selling. We’ve met so many people who sell and are unhappy—not because of the deal, but because they didn’t plan what comes next.

Harley Green: How can leaders start thinking about succession before it becomes urgent? And what mistakes do you see when they don’t?

Andrea Carpenter: Give yourself as much time as possible. I’m a futurist by nature. If I don’t see the big picture, I struggle with making aligned decisions. The furthest out we’ve seen someone plan is 10–15 years, especially in family business. One client’s son is joining the Marines—he may be ready in 10 years, but the founder wants to be out in five. That disconnect creates challenges.

We started asking: does he need to hire a management team to bridge the gap? Are there key hires that can maintain the business in the meantime? When family’s involved, it’s never too early to start. Even employee buyouts require deep relationship and leadership development. If you’re selling, the market changes. Start 3–5 years before approaching an investment bank or broker. Know what your business needs to be worth. What’s your number? Will the sale give you the income you need, or will you need to keep working?

A lot of people avoid this due to fear—fear that their family will push them out, that conflict will arise, that they don’t know what to do next. That fear leads to waiting. And waiting shortens your timeline and limits your options.

Harley Green: What about when founders have multiple children involved? How do you navigate the fairness factor?

Andrea Carpenter: As a second-gen myself, the best thing my parents did was keep communication open. Families that fall apart during transition usually weren’t talking to begin with. Starting a dialogue, even without having the answers, is powerful.

You might have three kids—one wants in, one doesn’t, one wants equity. Maybe they’re friends, maybe they’re not. We’ve seen families where one child works in the business, and the siblings don’t think it’s fair. If no one understands the value of the business or what it means to sell, resentment builds. A key question: is your business a family asset, or is it a business asset that family members can choose to buy into? That distinction determines how we write the transition plan.

Harley Green: Can you share a success story from a family that got it right?

Andrea Carpenter: Yes. One family came in with tension—arms crossed, unsure, not believing the process would help. Parents assumed kids wouldn’t show up. Kids assumed parents wouldn’t change.

We started with the IMAP assessment. It shows how people are wired and how they prefer to be influenced. Suddenly, they saw each other clearly—why someone hesitates, why someone pushes. They started using language like, “Your persuader is a little strong” or “Your adaptability is clashing with my planning.” It opened up a whole new way to talk.

Then we used the Objectives Matrix—each person shares what’s most important to them in the transition. The emotional shift was huge. One family passed the tissue box around the table. For many, it was the first time they’d really talked about what matters to them.

That’s when the real success happens—when families stop defending and start designing. “I want to start a nonprofit.” “I want to grow the business.” Now they can create a plan that honors both.

Harley Green: That’s incredible. For leaders ready to define their next adventure, where should they begin?

Andrea Carpenter: Start with the Objectives Matrix. It helps you think about your goals—what you want to continue doing, what’s short-term, long-term. What’s important to your spouse? Your kids? Your employees?

You can get it at transitionstrategists.com/workergenix. It’s a great tool to begin visualizing a future beyond the business. If what you want to keep doing is working—that’s fine! But this tool will show you when your work no longer supports your life goals. When that happens, it’s time to design a plan that aligns both.

Harley Green: So many great insights and takeaways, Andrea. Thank you for sharing. Where can people connect with you?

Andrea Carpenter: Find me on LinkedIn at Andrea Carpenter and follow my podcast, Your Next Gen Friend. You can also get the free Objectives Matrix at transitionstrategists.com/workergenix.

Harley Green: Amazing. Thanks again, Andrea. If you found value in this episode, be sure to like, subscribe, and share it with a fellow business owner who needs to hear it. See you on the next one!

How to Stop Being the Bottleneck and Start Scaling Smarter Featuring Eden Lovejoy, Creator of the Virtual GM Matrix

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

How to Stop Being the Bottleneck and Start Scaling Smarter
Featuring Eden Lovejoy, Creator of the Virtual GM Matrix

If you’re a founder or business leader feeling buried in the day-to-day, chances are—you are the bottleneck. And that’s not a weakness. It’s a signal that you’ve outgrown your current structure, and it’s time for your next level of leadership.

In a recent episode of the Scale Smart Grow Fast podcast, Harley Green sat down with Eden Lovejoy, fractional COO and creator of the Virtual GM Matrix, to talk about how leaders can finally step out of the weeds and lead with clarity.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🔑 Key Takeaways from the Episode:

1. Leadership Begins with Mindset
 Most operational pain stems from a mindset block. Eden explains that many business owners are hesitant to delegate because they fear losing their value or control. The first step? Trust your team—and accept that leadership is about thinking, not just doing.

2. Delegation ≠ Abandonment
 Letting go doesn’t mean walking away. Delegation should come with structured feedback loops. Whether that’s weekly check-ins, data dashboards, or regular reporting, your systems should empower—not isolate—your team.

3. The Virtual GM Matrix: A Framework for Freedom
 Eden’s framework has helped countless companies streamline operations and build performance cultures. It’s built on three pillars:

  • Cultural Alignment: Mission, vision, and values that guide decisions.
  • Organizational Clarity: Defined roles, accountability, and authority.
  • Feedback Loops: Real-time insights and growth mechanisms.

4. Scaling Isn’t Just “More”
 Scaling isn’t doing more of what got you here—it’s often doing things differently. Eden urges leaders to audit their systems and ask: “Will this still work at 10x the volume?” If not, it’s time to evolve.

5. Work With Your Business
 Forget the outdated “on vs. in” dichotomy. Eden champions a new approach: work with your business by distributing leadership across your team. That’s where freedom and growth really begin.

🎯 Final Thought:

Scaling smart isn’t about hustle—it’s about systems, mindset, and trusting your team to lead. If you’re ready to reclaim your time and unlock sustainable growth, this episode is a must-listen.

🎁 Don’t forget to grab your free copy of Eden’s book at freebusinessbook.com

Schedule a discovery call to stop being the bottleneck and start building a business that runs without you.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green:
 Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Scaling a business shouldn’t require you to be the bottleneck. In this episode, Eden Lovejoy, creator of the Virtual GM Matrix and fractional COO to high-growth companies, shares how leaders can transition out of day-to-day operations by empowering their teams, installing scalable systems, and embracing a true visionary mindset. With over 30 years of business leadership and a track record of helping companies generate millions in revenue, Eden’s going to deliver a practical framework for delegation, leadership development, and sustainable growth. Eden, welcome to the podcast. How are you doing today?

Eden Lovejoy:
 Thanks Harley, I’m doing great. Thanks for having me. Glad to be here.

Harley Green:
 Eden, for our audience that isn’t familiar with your background, could you share what brought you along in this journey to what you’re doing today?

Eden Lovejoy:
 My journey really starts from being a child in a very chaotic environment. I was the oldest of four kids, and my family was in a lot of chaos in San Francisco in the 70s. I developed a preference for organization, structure, and consistency. Years later, I realized that’s what drives me.

As a young woman, I started working, took a gap year before school, and realized I wanted to work in small to mid-sized business environments. I liked the diversity, challenge, and entrepreneurial energy. Over the years, I found myself in operational, organizational, and streamlining roles. I’m a general manager by craft and inclination—GM or COO depending on the structure.

I always wanted to impact more companies than just one. I tracked what made the most difference in operational leadership and pulled those insights into the Virtual GM Matrix. My goal is to translate that operational leadership skill set into a strong team, diversify the skill set, lean out overhead, improve operations, and build high-performance cultures.

Harley Green:
 Before we started recording, we talked a bit about mindset. You mentioned how it’s usually a big challenge when people step into new roles. Can you elaborate?

Eden Lovejoy:
 Mindset is everything. I can only coach someone so far until they hit an internal mindset block. Many of my clients have built a team, but even with growth, they don’t get relief. Often it’s because they haven’t delegated authority. Everyone still comes to the owner for answers. They haven’t shifted into trusting their team.

To delegate effectively, you must learn to trust, let people make mistakes, and not fear losing your value as a leader. When owners begin delegating, they often feel awkward—like “what am I supposed to be doing now?” The opportunity is to move into strategic visionary leadership.

Harley Green:
 Right, and sometimes there’s guilt around delegation. How do you help people address that?

Eden Lovejoy:
 We reassure them. That guilt shows up in leaders who care deeply about their people. They don’t want to be on a pedestal. But leadership is a practical skill set. Teams want to be trusted and they want their leaders to be visionary. It’s about shifting the perspective on leadership’s contribution.

Also, it’s easier to do small tasks. I remember one day realizing everything easy had been delegated and all that remained were the thoughtful things. I had to learn how to work differently.

Harley Green:
 What are early signs someone is the bottleneck?

Eden Lovejoy:
 One sign is feeling overwhelmed despite having a team. Another is when people ask questions and your first thought is “you should be able to answer that.” These are signs you haven’t empowered your team’s leadership.

Harley Green:
 Tell us about the Virtual GM Matrix. How does it work?

Eden Lovejoy:
 It has three components. First is the cultural framework—mission, vision, and values that drive decision-making. It’s not just having them, but making them actionable.

Second is organizational structure. We identify overlaps, clarify roles, assign decision-making authority, and create accountability. This shifts pressure from top leadership to the team.

Third is feedback loops and growth patterns. Delegation is not abandonment. We build feedback mechanisms and growth plans so the leader isn’t the only idea generator.

Harley Green:
 How do you make mission, vision, and values stick so the team can make decisions like you would?

Eden Lovejoy:
 Culture is a contact sport. We integrate values into daily conversations, development reviews, and even contests. It may seem awkward at first, but over time it becomes the team’s language. Like knowing what country you’re in by the language—values become the company’s language.

Harley Green:
 Let’s talk about feedback loops. What do they look like in practice?

Eden Lovejoy:
 It depends on the company’s culture. The matrix isn’t a cookie-cutter—it’s tailored. We identify key indicators, then build reporting, meeting cadences, or technology around them. One company may focus on receivables, another on POS trends—it must fit the business.

Harley Green:
 You talk about working with your business, not just in it. What does that mindset shift look like?

Eden Lovejoy:
 The old idea is to work “on” not “in” the business. But now we need to work with the business—building leadership across the team. We move from needing one GM or COO to distributing operational leadership.

Working with the business means giving your team a voice and decision-making power, based on shared values and mission. It’s not managing by consensus—it’s aligning through principles.

Harley Green:
 When leaders are scaling, what process do they often skip or underestimate?

Eden Lovejoy:
 They think scaling means doing more of the same. But real scaling requires different systems. Sometimes the people or processes that got you here won’t get you there. Leaders must leapfrog beyond what worked and build new structures for the next level.

Harley Green:
 What red flags show a system isn’t ready to scale?

Eden Lovejoy:
 If you haven’t reviewed your systems recently, that’s a red flag. Businesses grow by patching things together, but at scale, you need cohesive systems. Take time to evaluate and redesign.

Harley Green:
 Any simple stress tests or questions you use with clients?

Eden Lovejoy:
 I focus more on teaching people how to think. The matrix includes a decision-making framework for growth—helping teams vet ideas thoroughly and ask the right questions, not just chase shiny tools.

Harley Green:
 For leaders feeling stuck, what’s one question they should ask themselves?

Eden Lovejoy:
 Ask: What am I doing that I don’t want to be doing? What isn’t aligned with my heart, strength, passion, or vision? Then ask: Where does that task belong instead?

Harley Green:
 If people want to connect with you or get your book, where should they go?

Eden Lovejoy:
 Visit freebusinessbook.com. You can download a free e-book copy. I want to get this info to as many business owners as possible.

Harley Green:
 Thanks again for the insights and the generous gift. If this episode brought you value, hit like and subscribe so you don’t miss future strategies to help you scale smarter. And share it with someone who needs it!

Can Leadership Behaviors Transform Your Business Success?

by Harley GreenScale Smart, Grow Fast PodcastPosted on Comments are Disabled

Can Leadership Behaviors Transform Your Business Success?

As a business owner or entrepreneur, you’re likely no stranger to the hustle. From managing operations to making big decisions, you’re wearing multiple hats every single day. But here’s the question: are you leading your team effectively, or are you just managing tasks? The difference is crucial, and mastering the art of leadership can take your business to new heights.

In a recent episode of the Workergenix Mastermind Podcast, leadership expert Adam Malone shared his insights on the five key behaviors that help leaders create resilient teams, foster trust, and achieve long-term success. Below, we’ll break down these transformative principles to help you rethink the way you approach leadership in your organization.

1. Show Up Authentically

Leadership starts with being real. When you’re transparent and honest, you build trust with your team. This doesn’t mean you have to overshare, but it does mean being upfront about challenges and decisions.

For instance, if a project is going to require extra time and effort, acknowledge it. Tell your team why the hard work is worth it and how it aligns with your business goals. Authenticity encourages buy-in and helps your team feel valued, not dictated to.

2. Share Logical Thought Processes

Leaders often make decisions in isolation, leaving their teams wondering about the “why” behind the “what.” Sharing your reasoning creates clarity and trust.

When you explain how you arrived at a decision, you not only empower your team to think critically but also enable them to make better decisions on their own. Over time, they’ll start to think like you, building a stronger foundation for your business.

3. Ask Better Questions

Curiosity isn’t just for kids—it’s an essential leadership skill. By asking thoughtful, open-ended questions, you can uncover hidden opportunities and foster innovative thinking.

For example, instead of asking, “Did this task get done?” try asking, “How can we improve this process for better results next time?” This encourages your team to think about the bigger picture, paving the way for continuous improvement and collaboration.

4. Create a Culture of Feedback

Feedback shouldn’t just come during annual reviews—it should be an ongoing dialogue. The key is to make feedback positive and expected, not something that creates anxiety.

Start by praising what’s working well, then gently address areas for improvement. For example, if a team member completes a project, don’t just say “Good job.” Highlight what they did well and ask for their input on how the process can improve. Over time, this creates a feedback loop that fosters growth and accountability.

5. Embrace “Yes, And” Thinking

Inspired by improv comedy, the “Yes, And” approach involves building on ideas rather than shutting them down. When a team member proposes a change or an idea, instead of saying “No,” respond with, “Yes, and here’s how we can take it further.”

This mindset keeps conversations constructive and opens the door to collaboration. It’s a powerful way to encourage innovation while maintaining clear expectations.

Bonus Tip: Build Empathy Through Connection

Trust is built on three pillars: logic, authenticity, and empathy. Leaders often focus on the first two but neglect empathy. Take time to understand your team members’ perspectives and motivations. Whether it’s through one-on-one conversations or team meetings, creating space for empathy fosters a more connected and resilient team.

The Ripple Effect of Leadership

The benefits of adopting these leadership behaviors extend beyond your immediate team. By fostering trust, encouraging open communication, and building a culture of growth, you’re creating a business that doesn’t just survive—it thrives. As Adam Malone shared, these small daily behaviors have a compounding effect, building a foundation for long-term success.

Ready to Transform Your Leadership Style?

Great leadership isn’t about making sweeping changes overnight. It’s about implementing consistent behaviors that align with your vision and values. Start by showing up authentically, sharing your thought process, asking better questions, creating a feedback culture, and embracing “Yes, And” thinking.

As Adam put it, these behaviors don’t just improve your team’s performance—they create a business that can grow without you, giving you the freedom to focus on what matters most. So, which behavior will you adopt first?

Listen to the full podcast episode with Adam, available now:

🎧 Spotify

🎧 Apple Podcast

Schedule a free discovery call!

Join our newsletter for the latest VA strategies and insights straight to your inbox every week!

Transcript

Harley Green:
Welcome to the Workergenix Mastermind. Today, we have a special leadership expert, Adam Malone, who will share key strategies and behaviors that leaders can employ to achieve greater success in the new year. Adam is a leadership consultant, corporate keynote speaker, and father of five, known as the “Tenacious Operator.” After a 20-year corporate career and 17 years at one company, where he rose from analyst to VP, Adam left in 2024 to pursue his passion for helping high performers become great leaders of resilient teams.

This is a perfect opportunity for everyone making changes and resolutions to learn how to become better leaders in the coming year. Adam, welcome to the podcast. How are you?

Adam Malone:
I’m great, Harley. Thanks for having me.

Harley Green:
What led you to transition from being a VP in the corporate world to helping leaders be better leaders?

Adam Malone:
About seven or eight years ago, I transitioned into an operations role, managing the supply chain group. I owned the relationship with Apple, which was significant. I worked long hours, traveled frequently, and it began to wear me down.

One Friday, after a long trip to Manila, I returned home only to board another flight to San Francisco on Monday. I was exhausted and not feeling well. Sitting on the plane, I had a realization—I couldn’t keep living this way. I wanted to see my kids more and improve my marriage, which was okay but could have been better. It became clear that I needed to make a change, not just for myself but for my family.

It wasn’t enough for me to excel individually. I needed to build a resilient team. It had to shift from being about what I could personally accomplish to what the team could achieve collectively. That moment changed my perspective and sparked my journey into leadership development.

Harley Green:
Many entrepreneurs and business professionals think they can solve problems by working harder, but the truth is, we need a team to achieve our goals. It takes leadership to build that team.

Adam Malone:
Exactly. Entrepreneurs often face the challenge of feeling like no one else can do the job better. The instinct to do everything ourselves is strong, but we need to ask: Is being the best person for the task the right metric for whether or not we should do it?

Harley Green:
I remember hearing the saying, “Good enough is perfect.” Sometimes perfection isn’t necessary, and striving for it can cost too much time and energy. How do you help leaders understand this balance between perfection and delegation?

Adam Malone:
I often use the phrase, “Do we need perfection, or do we need good enough?” Many times, achieving 70-80% of the result is sufficient. I encourage leaders to consider the additional effort required to get to 90% or 100% and ask if the outcome justifies that cost.

For leaders, it’s also about letting go. Yes, you might do the task faster or better, but it’s often better to delegate, even if the result isn’t perfect. The extra time you gain can be invested in higher-value activities or simply resting to recharge for future challenges.

Harley Green:
That makes a lot of sense. Beyond time, there’s also the opportunity cost. Spending time on one task means you’re not focusing on other priorities.

Adam Malone:
Absolutely. I ask leaders, “Will your involvement in a particular task change the outcome significantly? Could you spend that time on something more impactful?” Sometimes, the best use of that time is resting or recharging so you’re prepared for the next big challenge.

Harley Green:
It’s interesting that you mentioned rest. Often, leaders push themselves to the brink without recognizing the importance of recovery.

Adam Malone:
Exactly. Rest is an investment in resilience. It’s about pacing yourself and your team for long-term success.

Harley Green:
You’ve shared some great insights so far. I know one of the main focuses today is the five key behaviors that leaders can implement daily. Let’s dive into those.

Adam Malone:
Absolutely. The first behavior is showing up authentically. Your team needs to trust you, and trust starts with being transparent. Share your thoughts openly, acknowledge challenges, and be honest about what you expect.

For example, when asking your team to tackle a tough task, acknowledge the difficulty upfront. Saying, “I know this is going to be challenging, but here’s why it’s important,” builds trust and shows authenticity.

Harley Green:
That’s a great point. I’ve seen firsthand how authenticity can rally a team. What’s the second key behavior?

Adam Malone:
The second is sharing your logical thought process. When leaders explain why they made a decision, it builds trust and helps the team learn to think like them. This is especially important if you want your business to thrive without your constant involvement.

Engage your team in the decision-making process by explaining your logic and asking for their input. This not only builds trust but also creates opportunities for improvement.

Harley Green:
That ties into empowering your team to think critically and contribute meaningfully.

Adam Malone:
Exactly. The third behavior is asking better questions. This means asking open-ended, thoughtful questions that encourage dialogue. For example, instead of saying, “Why didn’t you do this differently?” you could ask, “How do you think this fits into the broader process?”

These questions help team members think beyond their immediate tasks and identify areas for improvement.

Harley Green:
I love how asking the right questions can serve as both feedback and training for the team. What’s the fourth behavior?

Adam Malone:
The fourth is creating a culture of feedback. Feedback shouldn’t be something people dread—it should be a natural and mostly positive part of your workplace culture.

Give constructive feedback regularly, but focus primarily on positive reinforcement. Celebrate what your team does well, and use feedback to build trust and encourage growth.

Harley Green:
We’ve implemented a feedback system in our task management software, where tasks are marked as “Needs Feedback” before being completed. It ensures feedback becomes part of our process, and it’s been incredibly helpful.

Adam Malone:
That’s a great idea. Systems like that create a natural expectation of feedback and encourage continuous improvement.

Harley Green:
What’s the final key behavior?

Adam Malone:
The fifth is practicing “Yes, and…”. This concept, borrowed from improv comedy, involves building on ideas rather than shutting them down. For example, if a team member suggests a change, instead of saying, “No, we’ve always done it this way,” say, “Yes, and if we make this change, we also need to ensure we maintain these non-negotiables.”

This approach fosters creativity and collaboration while maintaining structure and accountability.

Harley Green:
I can see how that would create a positive, innovative environment.

Adam Malone:
It does. It encourages your team to bring ideas forward, knowing they’ll be considered and built upon rather than dismissed.

Harley Green:
This has been an incredible conversation. For those who want to learn more or connect with you, what’s the best way to reach you?

Adam Malone:
The best way is to text 33777 with the keyword “operator.” You’ll receive free leadership resources and be added to my newsletter, where I share weekly tips and insights. You can also connect with me on LinkedIn—just look for my black-and-white photo with a microphone.

Harley Green:
Adam, thank you so much for sharing your expertise today.

Adam Malone:
It’s been my pleasure. Thanks for having me.