Increasing Retention: A Guide to Human-Centered Stay Conversations

As the seasons change and the end of the year looms, many of us take time to reflect and consider what we want to do in the next year. We humans are naturally curious, and our work preferences shift just like the seasons. Rather than fighting against our natural tendency towards curiosity and growth, as leaders we should embrace this trend as an opportunity for ourselves and our direct reports. 

One way to embrace and honor our desire for growth is to have what is referred to as “Stay Conversations.” These conversations between managers and direct reports can be embedded within the typical Performance Review cycle or during regular check-ins. And they don’t have to be incredibly complicated as long as they’re thoughtful and planned in advance. Below is our guide for human-centered Stay Conversations that will keep healthy dialogue open with your team. 

It’s also important to remember that an individual’s Type and working style may play into the flow of a Stay Conversation. A bigger picture thinker may more quickly be able to articulate what energizes and deflates them in their current work and welcome the opportunity to step away from the day to day of their role. While a ‘details person’ may resist pulling back from the minutia, especially if they’re feeling stressed or overwhelmed. Framing alongside use of the ‘human centered’ questions below can set the foundation for all folks to actively engage.

Stay Conversations are typically led by a manager with their direct report, and are truly meant to be conversational: 

• Before the Meeting - Prepare a brief agenda, find a private space to connect, and let the team member know specifically that you'll be talking about how best to retain them given their valuable performance. Hearing “Let’s talk” from your manager can be stressful, so a quick preview can help put them at ease. Bonus tip - If you can provide sample questions, this can ease some stress for your team members, especially those who are introverted. 

• During the Meeting - Ask questions and seek to understand what is most important to the team member. We all have different motivations, values, and goals, and they all may shift over time for each individual. 

• Ongoing, as a Manager - Show up for each of your team members with authenticity, humility, and curiosity. Let each team member know that you are successful if they are successful. Help them celebrate their successes and problem solve when challenges arise. 

Sample Stay Conversation Agenda (15 mins): 

Use the below sample agenda to plan for your meeting. Keep the tone conversational, and plan the questions that you most want to dig into with the team member. 

The more genuine these conversations are, the better they will go, especially as you continue the habit. This could be the difference between having a thoughtful, productive transition between staff members, or having to scramble to backfill a position and cover work while short-handed. Stay Conversations can also help you better tailor growth and development opportunities for the team members, leading to long-term satisfaction and productivity for both individuals and your team as a whole. 

At KJ Consulting Group, we engage frequently in team dynamics and culture strengthening. We’d love to work with you to make Stay Conversations and other healthy habits an easy piece of your leadership work - connect with us here!

Additional Resources: 

• Five Ways to Retain High-Performing Staff - The Management Center

• Four Ways to Mitigate Bias in Performance Evaluations  - The Management Center

• How to Use 'Stay Conversations' to Keep Employees Engaged - SHRM

Reflect and Project Using the SWOT Tool

The KJCG team thrives on supporting organizations through individual and group reflection. One tool we love that drives current and future planning is the SWOT analysis process. This involves a group self-assessing their work’s strengths (S), weaknesses (W), opportunities (O), and threats (T), thus helping the team evaluate its overall progress towards a goal. It begins with an internal assessment of the group’s current reality, then uses that information to consider what could go well and what barriers might get in the way. 

Teams can SWOT a variety of things - from team culture to goal progress to collaboration to a strategy for upcoming work. Below are a few things that our team at KJCG has learned about making the SWOT process most impactful.

Why SWOT?

• The process taps into different working styles. It honors linear thinkers who can make quick lists of information, while also valuing input from bigger picture folks who lean into the abstract more easily. 

• During a SWOT analysis, there is no right thing to share. Some feedback may be quantitative (i.e. a benchmark met) while other feedback is more relational; some points may be concrete, referencing specific instances, while others are abstract, focused on a feeling. All input is valid!

What to SWOT?

• A SWOT can be paired with a larger strategic planning process, or can work on its own to assess a project or period of activity. This might look like a team of teachers seeking to increase student test scores, a nonprofit seeking to grow its impact in a community, or a school seeking to reduce behavior incidents. The topic should be broad enough that everyone in the room can actively participate in the SWOT.

When to SWOT?

• Keep in mind is that the SWOT should be done before key decisions are made by the group leader(s). When done proactively, the SWOT has real impact and can be an inclusive tool. Team members who contributed should be able to see components of their SWOT feedback live out in strategic plans after the fact. This builds a more solid vision for the future and a strong foundation of investment for that work. 

Where to SWOT?

• SWOTs can happen virtually or in person. However, we always recommend that a group creates a common visual artifact during the process. The group needs to see and hear each other’s contributions. Virtually this can happen on a program like Jamboard, Miro, or Padlet. In person, participants write their thoughts on post-its/ whiteboard/ chart paper, OR a recorder can take notes from the group discussion. 

How to SWOT?

• SWOT dialogue can stir up some emotions in folks, so consider how you can prepare your team to name a few areas where improvement is needed, while honoring self care and care for each other along the way. Don’t let folks dig into a blame game here. 

• A SWOT can be facilitated by a team lead, a project lead, or an external facilitator so the entire group can participate. A third party can potentially get deeper input from the team - information on weaknesses (W) and threats (T) that individuals might not be comfortable sharing in a larger group or in front of their bosses. 

The most important part of a SWOT is not that this specific tool is used. The key piece is honest reflection followed by a “what’s next?” conversation. Anyone can scribble some ideas on a piece of paper and conduct a quick assessment, but that won’t always lead to change. Meaningful, sustainable change comes from intentional questioning and decisions around how the information in the SWOT chart will be integrated into future activities. 

The KJCG team can help build investment in and hold folks accountable to the ever important: “what’s next now that I have this chart?” conversation. Not only are we prepared to run the exercise as part of a retreat or stepback so that every member of the team can participate, we are also ready to help facilitate conversation and be a thought-partner for the implementation planning that follows. Our team continues to use and recommend this process because it is simple, versatile and inclusive; we would love the opportunity to share it with yours.

Using Gallup Tools to Thoughtfully Onboard New Staff

We’ve spent time recently reflecting on the value of onboarding (check out our 10 Tips for Onboarding with Connection and Clarity). Because we know how critical the onboarding process is, and how materials must meet the unique needs of organizations and hiring managers, we want to share one of our favorite tools to use as a guide.

One research-based best practice that many workplaces use to better understand their team members' experiences is the Gallup Q12 Employee Engagement Survey. Gallup leverages 12 questions, each connected to a particular employee need, that are answered on 1-5 Likert scale. 

 While many teams collect and analyze Gallup data on an annual basis, the survey’s first few questions can also be used to cross check that an onboarding plan is truly meeting the needs of new hires from day one. 

Gallup Basic Needs Questions

The survey’s first two questions (in statement form) try to understand an employee’s Basic Needs at work:

1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.

Does the employee know what they need to do, and do they have the materials to do so? While some hiring managers may jump to “yes” and “of course” to both of these questions, most of the folks on our KJCG team can recall starting a job where they either (a) weren’t sure how to prioritize the various projects on their plates or (b) didn’t receive needed materials or equipment for a few days or longer. A successful, clear and connected first few days on the job can work wonders to ensure a new hire feels seen, welcome and supported long term.

Another way that our KJCG team coaches clients to create strong onboarding plans is by using the  Gallup Q12 statements as a guide. Taking time to ensure the first two Gallup questions can be answered affirmatively by your new team member is a strategic investment.

Clear Expectations Matter

Before your new hire’s first day, take a moment to return to the job description that was initially posted and engage in some strategic reflection. 

• Is this description accurate? 

• Are there any “unspoken” expectations that should be added? 

• Of the listed responsibilities, which are most important? Which are less so?  

Setting up these pieces before your team member comes on board, and checking on them throughout their first 90 days on staff, will help them contribute to the overall success of your team, and to ultimately better support your stakeholders. 

According to the Gallup website, “Employees who strongly agree that their job description aligns with the work they do are 2.5 times more likely than other employees to be engaged.”

To intentionally build clarity into an onboarding plan:  

• Schedule a 30-45 minute meeting to review the job description and help your new hire rank order their priorities.  

• Prompt your new hire to prepare questions about work expectations, then spend time debriefing together or with a team of their peers. 

• Add a monthly check-in where you circle BACK to the job description and help the new hire grow in responsibility as they learn more. 

Don’t Make Assumptions

We must steer clear of assuming that all new hires need the exact same materials and equipment to be successful in their roles. While budget constraints will likely prevent most hiring managers from giving unlimited purchasing power to a new hire for ‘materials and equipment,’ there is value in discussing their unique needs. 

To ensure your new hire has the right materials and equipment:  

• Add a monthly reminder for yourself to check-in about materials and equipment. Is there anything that would make their work more efficient and effective? 

• Provide a small ‘materials and equipment’ stipend to cover “office set-up” expenses. Value that some new hires may purchase a second monitor while others may purchase noise canceling headphones, and that’s okay. 

When crafting an onboarding plan that addresses basic employee needs, be careful not to assume that the simplicity of these two questions means they can be addressed and “checked off” in a single conversation. Strong hiring managers engage in continual discussion about expectations throughout the onboarding process and beyond, so that new hires understand how their work is continually connected to the success of others and to the broader vision of the organization.

At KJCG we know that hiring can often feel chaotic, so the more that can be clearly built into an onboarding plan, the more likely it is to be remembered. We believe wholeheartedly that we all need more clarity and connection at work, and being valued as a human on any team you are a part of is what matters the most. If you’d like to schedule time to talk more about how we can support the onboarding process, schedule time with us here.

Brené Brown Live! + The 2 Word Check-in

If you know me (and even if you don’t know me very well), there’s a good chance you know how I feel about Dr. Brené Brown. She is 100 percent my role model, my hero, a celebrity I would most like to have dinner with- you name it.  I love how Brené speaks (relatable, authentic), I love what she speaks on (empathy building, compassion, human-centeredness), and I LOVE that I had the opportunity to hear her speak in person last week at the Texas Conference for Women. 

O.M.G. I don’t even want to hide my fangirl-ness. Listening to Brené speak on a podcast is one thing. But hearing her in person and feeling her live energy? I was awed at how relatable and brilliant she is - not an easy combination. I left the Conference feeling grateful, energized, and emboldened to continue pursuing human-centered work at KJ Consulting Group. 

Specifically, I loved hearing Brené talk about the so-called Great Resignation. Employee retention is a struggle for so many organizations and schools right now. And Brené referenced data from MIT that found the number one reason that folks are leaving their workplaces is NOT connected to salary but rather toxic culture. This study found that, “The leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; workers feeling disrespected; and unethical behavior.” I’m not necessarily surprised, but it’s always nice to see your intuitions backed up with scientific research.  

According to Brené, one antidote to toxic culture is fostering a sense of belonging, work spaces where employees feel seen and connected. Brené shared a strategy that I can’t stop thinking about because it’s so simple - what she has coined the “two word check-in.” I’ve listened to her talk about this on her podcast, but again, to hear her talk through it live and answer audience questions about it? <Insert chef’s kiss here.> 

The two-word check-in goes something like this:

1. Framing: At least once a week during a team meeting, the manager asks the team to do a quick whip around and share how they are doing, in two words. 

2. Whip Around: Each team member takes a turn replying with two words or short phrases. 

• This boundary is important, so that all team members get a chance to share how they are doing, and so no one voice dominates.

• Someone may say, “Anxious and hopeful.” Someone else may say, “Tired and annoyed” and another, “Excited and optimistic.” It’s an invitation for a quick response from everyone present.

• As each team member gives their two words, the manager thanks each person for sharing and notes who they want to follow up with.

  3. Follow Up: Later that day - over Slack, or text, or whatever communication channel the team may use - the manager follows up with folks as needed. 

• They may reach out to folks whose response they want to hear more about (e.g., if they are worried about someone) and say something like, “Hey, I want to follow up after our meeting. You said you were “tired and annoyed. Can you tell me more?” It’s an invitation to respond but not a requirement. 

  4. Support: If the team member responds, the manager then asks another key question from Brené and her team, “What does support from me look like?”

I’m latching onto two things about this simple but meaningful practice. First, the importance of checking in on how your team is doing consistently - at least every week. Strong culture is built over time, and it doesn’t happen magically after a team is asked how they feel once. The second is Brené’s explanation of why this practice can feel so hard - because when I think about it, it seems easy enough. And yet alongside that, I feel a little nervous to actually implement it. Brené obviously knows this and she asked the room, “Why don’t we do this more often?” The answer: fear. Brené acknowledged that it is scary to ask a question when we may not know how to answer or how to support folks after they respond. What if the person shares something I don’t want to know? What if the person shares something I can’t help them with, like supporting a sick family member? 

However, because Brené is Brené, she went on. Daring leaders are able to push past this fear and “excavate the unsaid.” Brave leaders are really good at asking questions that both model and invite vulnerability and connection. Their individual follow-up after the two-word group check-in may include a qualifier like, “Hey. I don’t have all the answers, but I want to know more.” Brave leaders realize that it’s about asking great questions, more so than having the right answer every time. This creates opportunities for authentic dialogue that over time builds stronger teams and works against the “toxic culture” that prevents employee retention.  Asking the question increases a sense of belonging; it says,  “I see you as a full human being, beyond your ability to complete your work.”

After reflecting on Brené’s keynote, my two word check-in is: I’m Motivated // Hopeful. I’m motivated to put her advice into action as I support my own staff and clients. I’m hopeful that there is a community of incredible, brave leaders like Brené who are inviting more honest conversations and not operating from a place of fear. When we think about employee retention in the broader landscape, a caring community at work is what the data shows is more likely than money to encourage folks to stick around. To know how your people are doing and how to support them, even when it’s messy and difficult, is what matters most. 

Power in the Pause: The Ladder of Inference Tool

"When we feel safe in the presence of another, our breath comes easily, our heartbeat is regulated, we don’t sweat nervously, our thinking is clear, and we feel open, expansive, and in sync." 

- Zaretta Hammond, Culturally Responsive Teaching and the Brain 

Our KJCG team loves supporting leaders at all levels - with or without an official “leadership” title. We love coaching brand new teams, teams that have worked together for a while, and teams that are experiencing transition. No matter what type of team we are supporting, we often step back for all participants to ground in our common humanity. We reflect on big picture concepts like: how our brains and bodies are connected, what are some needs that we all have, and how we might react to stress when we feel those needs are in jeopardy. 

For instance, we know that we all need to feel physically and relationally safe to function at our best. When we feel one of those needs is threatened, we go into fight, flight, or freeze mode, our stress response signal is activated in our bodies, and we have a difficult time thinking straight until we process this stress or feel safe from the threat. We’ve done a lot of reading and research on this; thanks to Dr. Bruce Perry, Zaretta Hammond, and others for great insights here! 

Since we all have this deep need for relational safety - in other words, for connection - at KJCG we help support leaders and teams with their team chemistry, connection, and navigating conflict. One tool that we love to use is the Ladder of Inference. The Ladder of Inference provides a frame for understanding how we process events, and it can often help us step back and recognize why something at work ignited our stress response system. Without taking time to pause and examine what's happening, our stress response can cause us to jump to unfounded conclusions, often compounding stressors and damaging our work relationships.

Let’s look at the ladder. On the first rung are Reality and Facts, followed by Selected Reality. It’s not possible for us to process all of the sensory information around us at once, so we select what to pay attention to, based on the limitations of our senses and the unique perspective of our own lived experience. Our perspective also causes us to Interpret that reality in a certain way. Next, we make Assumptions, draw Conclusions, and create or adjust our Beliefs based on our Selected and Interpreted Reality. We then Act on those beliefs, conclusions, assumptions, and so on. This is a natural process that all humans go through to protect ourselves and survive. But it’s a process we want to be aware of to better understand how we and others react to events based on incorrect assumptions, and what we can do about it.

The Ladder of Inference - adapted from Argyris, C., 'Overcoming Organizational Defenses: Facilitating Organizational Learning,' 1st Edition, © 1990.

We would all be better served by becoming more aware of when we “jump up the Ladder of Inference.” We get into trouble when we act on our assumptions without pausing to reflect on how we are jumping to conclusions. When we act too quickly based on our Selected Reality and Assumptions, we cause ourselves additional stress, can add stress to our teammates’ lives, and can make a tense situation even worse.  Thus, there is power in the pause. When we pause and take time to reflect, we can avoid some stress on ourselves and teammates. 

Let’s think through an example. During the height of the pandemic I adopted a pupper. As a cattle dog, her natural instinct is to herd and to protect me, and she is not used to people coming into the house often. One day a man pulled up to the driveway in a brown box truck, wearing a brown hat with a matching brown short-sleeved collared shirt and shorts. He grabbed a box out of the back of the truck and walked down the driveway towards the door. I became excited, while my dog activated her protector mode and ran towards the door barking. 

Why did we react to this situation differently? Let’s consult the ladder of inference. We observed the same Reality and Facts, but our Interpreted Reality was dramatically different, and based on our interpretations, we made different Assumptions, Conclusions, had different Beliefs about what was going on, and as a result - Acted differently. I assumed that the UPS driver was delivering a package that I ordered, while my dog assumed she needed to protect me from a potential threat. Of course my dog is not a human, but this example is a fun way to think about how to use the ladder of inference as a reflection tool. 

To use a work example, let’s say my boss emails me and just says, “Meet me at 4:00 in my office.” Depending on my previous work experience with this boss and other managers, I might get super worried. My Interpreted Reality might cause me to assume that I’m “in trouble” for something I did, and I need to prepare a response so I’m not caught off guard in the meeting. This might take up a ton of mental energy, take my focus away from current priorities, and cause me a lot of stress as I try to figure out what I did wrong and what to do about it. If I jump to the conclusion that my boss wants to reprimand me for not finishing a project yet (though it is due in 2 weeks), I might start out the meeting by saying, “I know why you called me in here. I’m going to drop everything and work after hours until the project is done.” Instead, my manager might say, “Hey, no worries, that’s not why I asked you to meet me. We know you did a great job on your last project. There’s an opportunity for you to present your work at a conference next month, and I wanted to give you a heads up so you can start prepping.” 

Though of course it’s natural and a survival instinct for us to interpret reality and try to guess what might be going on, we are better served when we become aware of these tendencies. The Ladder of Inference gives us a way to interrupt less helpful behaviors when we feel ourselves getting stressed out over assumptions, by taking time to reflect, and address what might be at the root of an issue. It takes practice, but there are plenty of opportunities to do that. Have you used the Ladder of Inference before, or need a coach to get started? Reach out to let us know!

Leveling Up: My Top 5 Coaching Books

“The art of coaching is doing, thinking, and being: doing a set of actions, holding a set of beliefs, and being in a way that results in those actions leading to change.” - Elena Aguilar

Let’s take a moment to reflect on the best advice we’ve been given - perhaps from friends, family, mentors, or managers. Whether those trusted individuals recognized strengths we did not previously see, pushed us to make needed changes, or asked us to reflect in ways we had not done before - those were coaching moments. I am eternally grateful for those moments that have shaped my life, and I strive to maintain connections with incredible people who challenge, teach, listen, and support me. 

In addition to learning from my own coaches, I study the strategies of others whom I’ll likely never meet, but who have shared their techniques with us. Countless books, podcasts, courses, and articles are easily accessible, giving us an opportunity to refine our practices. Below are some of the books that have influenced me most as a coach. These resources are written for a variety of audiences, but the lessons are applicable to leaders at every level. This is not an exhaustive list, so shout out your favorite coaching books in the comments!  

1. The Art of Coaching, by Elena Aguilar 

• Why I Love It: Aguilar guides us to hone in on our coaching values and reflective routines as we support others towards reflective, self-sustaining practices of their own. She discusses Directive, Facilitative, and Transformational Coaching, digging into the latter in depth. In Transformational Coaching, we pause to consider the Behaviors, Beliefs, and Ways of Being that we and those we coach bring to the table. We develop an awareness of our identities and how we show up, in an ongoing journey towards transformational change.

• Brain/Body Connection - Bonus!: The Art of Coaching pushes us to create safe spaces for the people we coach. Acknowledging links between the brain and body connects social emotional and culturally responsive practices, while encouraging us to model those behaviors in our work.

• Additional resources: Resources for coaches and more books including The Art of Coaching Teams.

2. Culturally Responsive Teaching and the Brain by Zaretta Hammond  

• Why I Love It: I wish I had this book as a young teacher, as it has shaped my understanding of what it means to be culturally responsive. Hammond urges readers to build trust and push students to deeper levels of thinking through an understanding of how the brain works. As we build trust with students, we must at the same time thoughtfully engage them in a productive struggle with the content. Hammond’s explanation of how the brain learns gives us a “why” behind instructional strategies like creating a hook for a lesson, chunking content, and connecting new information to prior knowledge. 

• Brain/Body Connection - Bonus!: All humans seek safety first, before we can engage in deeper, more complex thinking. Creating safe spaces for our students (as well as for adults) calms the body’s stress responses and paves the way for higher-order thinking. 

• Additional resources: A blog, newsletter, and new book coming later this year.

3. The Coaching Habit by Michael Bungay Stanier

• Why I Love It: Stanier provides a framework for focused staff meetings by posing thoughtful questions (also a great teaching strategy). Effective questions include “What’s on your mind?” and “What else?” This allows us to get a quick status update through a rich discussion of the staff member’s top priorities and current challenges. Targeted questions also allow a coach or manager to determine how we can support the staff member, clear a path, or help them access the resources needed to navigate roadblocks. 

• Additional resources: Box of Crayons, Stanier’s organization, has more books, a podcast, free downloads, and a blog. 

4. Daring Greatly by Brené Brown

• Why I Love It: I love everything Brené Brown! Her straightforward, humble delivery resonates with me, and each time I hear her speak, I leave with a deeper understanding of the human experience. This was my first Brené book, and it changed me forever. She names that no matter how difficult or scary it can feel to be vulnerable, we are wired for connection. Brown encourages us to get clear on whose opinions matter, to take the risk to be vulnerable with those who earn our trust, and to keep getting back in the arena, even after we are knocked down. 

• Additional resources: Netflix special “The Call to Courage,” more incredible books, Ted Talks, resources on her website, and a podcast coming soon! 

5. Trillion Dollar Coach by Eric Schmidt, Jonathan Rosenberg, & Alan Eagle 

• Why I Love It: Bill Campbell, a gifted business leader and Columbia alum, coached some of the country’s most influential tech leaders, including Google executives (the authors), Steve Jobs, and Sheryl Sandberg. Bill began his career as a football coach and harnessed that style to leave a lasting legacy in the business world. Bill led with his authentic blend of tough love and a brilliant strategic mind, pausing first to consider the team dynamics in any given challenge. 

• Additional resources: The authors also wrote How Google Works.

Why We All Need a Coach

“Connection is why we’re here. We are hardwired to connect with others, it’s what gives purpose and meaning to our lives, and without it there is suffering.”- Brene Brown, Daring Greatly

One of the most meaningful gifts we can give each other is the gift of time and attention. When we spend time with someone who genuinely listens, we feel valued, cared for, and capable. We all have moments of self-doubt and need connection with others to confidently move forward. 

Similarly, in our work, we need to connect with a trusted adviser who listens and helps us identify our vision, set goals, plan, execute, and reflect along the way. At times this can come from a supervisor or another colleague. However, our co-workers can often be pressed for time and have more limited perspectives that are entrenched in the same day-to-day work in which we are steeped. In these instances, as well as for entrepreneurs, it can be incredibly valuable to get the outside perspective of a coach. Coaches have a broader view and dedicated time to support us. They can help us to identify potential barriers and self-limiting beliefs, create thoughtful plans, and move past obstacles. 

A few years ago, I connected with a coach who changed my life. I had worked in education for about 15 years and felt that something needed to change, but I was unsure of what opportunities to pursue next and how to move forward. Left to my own devices, I would have either stayed in a challenging professional situation for too long, or jumped into another role too quickly. Instead, my coach asked me to envision what my ideal future would look like in a year  - a question I had never considered. 

Though I didn’t know it at the time, this marked a turning point for me. I did not experience a dramatic flash of bright light, or specific “aha moment,” but rather the shift came over time. 

Building trust with my coach, as she asked thoughtful questions and made space for me to consider new possibilities, renewed me both professionally and personally. Working with her made me feel validated and allowed me to take ownership of a difficult situation. My coach listened to me, recognized my strengths, and helped me to envision a new future when I felt unable to do so on my own. 

Now, I am forever grateful to my coach, as I celebrate two years of KJ Consulting Group, due largely in part to her thoughtful guidance and support. I still use many of the practices that we developed together to reflect about what I envision for the future year, breaking that down into monthly goals, and planning and executing on professional and personal milestones. 

I have served as a teacher, sports coach, instructional coach, and a manager of full-time staff, and I now support a number of clients through reflective coaching practices. I love helping leaders at all levels to identify a vision for their work ahead, create a plan, develop new strategies, execute, track progress, and reflect along the way. I differentiate my support according to each individual’s working style and needs, serving as a guide, an accountability partner, and a cheerleader, as we navigate obstacles and celebrate wins as a team. 

Connect with me, and let’s start working together towards your 2020 Vision! 

Your Team Member and Advocate, 

Katie