Sticks and Stones: What Breaking My Foot Taught Me About Business

A few weeks ago, I found myself in a situation I never saw coming—sitting on the floor with my foot bent in ways it definitely shouldn't be. I was going down just two stairs to a lower-level room when my ankle folded, and I came crashing down on top of it. The pain was overwhelming and intense, the tears started flowing immediately, and, there I laid still trying to convince myself it was just a sprain. Spoiler alert—it wasn’t.

Now, I’m juggling life as a full-time working mom of two energetic little ones, all while hobbling around in a clunky boot that’s apparently trying to rob me of my dignity (they actually make me sleep in it!). I am two weeks into a six week long recovery period that includes crutches, a ridiculous knee scooter, and absolutely no weight bearing. But despite the chaos (and the very real pain of a broken foot), this experience has taught me some profound lessons I couldn’t ignore. And, as I reflected, I realized these lessons stretch far beyond personal life and straight into the world of business.

While I don’t wish a broken bone on anyone, I do hope you can take advantage of what I have learned from being sidelined. When we’re forced to slow down, it can reveal inefficiencies and spark necessary changes, ultimately leading to better outcomes, whether in personal life or at your law firm. Here are the key takeaways I’ve limped away with—and trust me, they apply just as much to running a business as they do to nursing a fractured limb back to health.

You know what happens when you rush down stairs without paying attention? You break your foot. You know what happens when you rush through decisions in business? Mistakes. Big ones.

Our society has glorified "busy" to the point where it’s almost a requirement of the modern working world. But when you're running on autopilot, you're bound to miss crucial details. In the same way I misjudged that step, legal professionals and business leaders often misjudge situations because they’re trying to tackle too much at once.

Had I slowed down—just for a second—I'd likely be walking fine today. Similarly, leaders who slow down and take the time to think critically, analyze data, and assess risks often find themselves building stronger, more resilient businesses.

Healing a broken bone isn’t something you can just speed through (believe me, I’ve tried). It takes time, consistency, and patience. The same is true in business. If you’re working to restructure your law firm’s intake team or implement a new case management system, you won’t see results overnight. But when you commit to the process and give it the time it deserves, you’ll notice the results are richer and more impactful.

Patience isn’t passive—it’s an active choice to trust the process and stay the course, even when the results aren’t immediate. If there’s one thing I’ve learned through both my injury and my role at Vista, it’s that patience isn't just a virtue—it’s a strategy for navigating challenges. Whether it’s recovering step by step or working towards long-term goals with a team, patience teaches us resilience, focus, and the importance of showing up every day, even when progress feels slow.

Breaking your foot is humbling. Suddenly, tasks as simple as making coffee or driving to the office become monumental, or in some cases, insurmountable challenges. And yet, the world doesn’t stop for me to heal.

This reminded me of a powerful lesson I often see in the legal field—you have to extend grace. This might look like understanding when a team member is balancing a heavy caseload or giving yourself permission to take five minutes to breathe when things feel overwhelming.

We all have moments where we fall short—literally and figuratively. Maybe it's a missed deadline, an awkward conversation, or a personal goal that feels just out of reach. These moments can weigh on us, but grace allows us to keep moving forward without the crushing burden of perfectionism. It's a reminder that progress, not perfection, is what truly matters and that every step, no matter how small, is worth celebrating.

With my foot in a boot, the temptation to push through and "get back to normal" has been overwhelming. But I’ve also learned that skimping on the recovery process is a recipe for disaster. Without proper rest and physical therapy, I’d risk long-term damage.

The same holds true for big business decisions or projects. Rushing through solving a problem—whether it’s building a comprehensive report set or onboarding new hires—often results in half-baked solutions that fall apart later. Taking the time to do things right ensures long-term success. It’s not always the “faster” route, but it’s the route that’s worth it.

If you're determined (read: stubborn), you don’t like hearing phrases like "take care of yourself" or "rest up." These are hard words to internalize when you have two kids running circles around you and a job you love. However, when I actually stopped to listen to my doctor’s advice, the real progress began.

How often do we, as professionals, hear feedback without truly listening to it? Whether it’s a team member suggesting a new process, a client voicing their needs, or a colleague offering constructive criticism, active listening is crucial to addressing challenges effectively. It’s not just about hearing the words—it’s about understanding the message, the intent, and the context behind them. When we stop, fully engage, and absorb what’s being shared, we create space for collaboration, innovation, and meaningful action. Only then can we respond thoughtfully and take steps that lead to real progress.

Two stairs. That’s all it took to upend my life. It was a reminder that small hurdles—a tech glitch, a miscommunication, a slight delay—can sometimes create monumental challenges.

This is especially true for personal injury attorneys managing large caseloads or COOs trying to balance shifting team dynamics in a constantly evolving workplace. Those small hurdles—whether it's a missed deadline, communication breakdown, or a sudden staffing issue—can escalate quickly if not addressed in time.

Taking the time to identify and solve these challenges early is one of the most effective ways to ensure your practice or business runs smoothly, avoiding unnecessary stress and maintaining productivity. By proactively addressing potential pain points, you can foster a more efficient, resilient, and adaptable environment for your team.

When you’re sidelined with a broken foot, you quickly learn how important it is to rely on others. My partner has stepped up in incredible ways, taking on more than his fair share of parenting duties. My own Vista team has shown up with kindness and encouragement, allowing me to thrive professionally despite a temporary setback.

This rings true for businesses, too. A strong, cohesive team isn't just a nice-to-have—it’s essential to survival and success. When each team member is engaged, empowered, and aligned, there’s no hurdle too big to overcome.

And just like how I couldn’t heal my broken foot on my own, no business can thrive without the contributions and support of its team members. By valuing and investing in your team, you’re creating a foundation for long-term growth and sustainability. Don’t focus solely on individual successes—think about the collective journey towards achieving both personal and professional goals.

Breaking my foot felt like a major inconvenience at first, throwing my daily routine into chaos. As a parent of two toddlers, my mornings were already hectic, and slowing down has felt frustrating and unproductive. But as I adjust to my new pace, I realize it is exactly what I needed.

This has given me time to reflect on how wild our mornings had become, and it has inspired me to make a change. I created a simple morning checklist that hangs on the refrigerator to keep us on track, reducing the stress of getting everyone out the door. When a task is completed, it gets a check mark. I don’t know about you, but that little check mark is super motivating for me! This experience has reminded me of a metaphor that our CEO, Tim always uses when explaining “the dip” to law firms. He tells the firm that you can’t keep driving with a flat tire without causing serious damage—you have to pull over, fix the problem, and then continue your journey.

The same is true for a plaintiff law firms. When firms become overwhelmed by caseloads or inefficiencies, taking time to evaluate workflows and processes can reveal opportunities for improvement, benefiting both the team and the clients. Sometimes, slowing down really is the fastest way to move forward.

While I wouldn’t recommend breaking a bone as part of your personal growth strategy (seriously, 0/10 experience), I do recommend reflecting on the moments in your life that force you to slow down, adapt, and reframe your perspective.

As I sit here with my boot propped up and the hum of my laptop in the background, I realize just how much this experience has reinforced lessons we apply every day at Vista. From patience to teamwork to facing challenges head-on, these principles resonate far beyond personal injury law firms—they’re universal truths for any leader or business professional.

If you're ready to tackle your business challenges with a fresh perspective and a dedicated team, Vista is here to help. Because whether it’s a broken foot or a broken workflow, there’s always a way forward.

Here’s to walking steadily.

The Unsung Heroes: Executive Assistants in Plaintiff Law Firms

The role of an executive assistant (EA) is critical in today’s fast-paced business environment. It goes beyond traditional administrative tasks like managing calendars and fielding phone calls. It encompasses becoming the CEO's trusted right hand and a pivotal player in guiding the firm's strategic direction. An effective EA organizes the executive's day-to-day activities, anticipates their needs, prioritizes tasks, and ensures that important projects are executed smoothly.

In a plaintiff law firm, the title for the role traditionally associated with executive or administrative assistant duties may vary significantly. Titles such as secretary, focus specialist, paralegal, or case manager often reflect the diverse range of responsibilities undertaken by team members who fulfill the essential functions of an executive assistant. This diversity in titles and roles highlights the importance of collaborative effort within the firm, as various team members contribute their unique skills to support the executive and ensure the firm's operations run efficiently and effectively.

This blog will delve into key strategies and best practices for assisting the CEO or Partner of a plaintiff law firm effectively, regardless of your job title. We will explore how to cultivate strong relationships and maintain open lines of communication, ensuring you become an indispensable asset in your role. By mastering these skills, you will enhance the overall efficiency of the leadership team and contribute significantly to the firm’s success.

Trust is the foundation of a successful EA-CEO relationship, but it doesn't happen overnight. It requires regular check-ins and open dialogue. These interactions help both parties understand each other's working styles and preferences, fostering a strong partnership. Whether through weekly meetings or daily updates, staying in sync with the CEO ensures that you're always on the same page. This transparency builds trust and sets the stage for a productive working relationship.

CEOs, partners, and other C-suite leaders play a crucial role in fostering an environment of trust within their organizations. This begins with being vulnerable and transparent. By openly sharing their vision and expectations, they not only provide clarity, but also invite their teams to engage in the journey towards achieving the company's goals. This openness encourages a culture where employees feel valued and empowered to contribute their ideas.

Executive Assistants and other team members who take on similar responsibilities must serve as reliable and proactive partners to the CEO. They must anticipate the executive's needs, ensure smooth communications, and consistently meet the CEO's priorities. By doing so, EAs help create a dependable support system that allows the CEO to focus on strategic decisions. Together, the CEO's transparency and the EA's reliability form a strong foundation, fostering collaboration and enhancing the overall effectiveness of the leadership team. Mutual respect is the foundation of a successful partnership, as both the EA and CEO should value each other’s contributions and work collaboratively toward common goals.

For an executive assistant to be truly effective, the CEO must be willing to share their vision and expectations openly. This level of transparency allows the EA to align their efforts with the CEO's goals, creating a cohesive strategy for the firm. The EA and the CEO can and should work together effectively, driving the organization toward success. An EA is a critical partner in executing the CEO's vision. There are three key elements that help create a deeper partnership between an organizational leader and their supporting team:

  1. Understanding the Vision: The EA must understand their leader's long-term goals. This understanding allows the EA to anticipate needs and align their actions with the CEO's strategic objectives.
  2. Effective Communication: EAs often serve as the CEO's spokesperson, both internally and externally. Strong communication skills are essential for conveying the CEO's vision and ensuring that everyone in the firm is aligned.
  3. Inclusion: The EA must be included in strategic discussions to fully support the organizational leader. This inclusion fosters a sense of partnership and ensures that the EA is well-informed about the firm's direction.

Traditionally, there has been a misconception that administrative team members do not require a deep understanding of the broader concepts surrounding their industry. This antiquated notion suggests that the responsibilities of administrative roles are limited to clerical tasks without a need for insight into the firm’s history, trajectory, or industry trends. This perspective overlooks the significant value that knowledgeable assistants bring to the table. When executive assistants are well-versed in the larger picture—understanding where the industry has been, where it is heading, and the organization's unique history—they become much more than support. Their enhanced awareness enables them to anticipate strategic needs, provide informed recommendations, and contribute to discussions that shape the firm's future direction. Ultimately, an educated assistant empowers the executive to focus on high-level strategies, strengthening the leadership dynamic and fostering a culture of collaboration.

EAs must be knowledgeable about the industry and proactive in their quest to constantly expand their understanding. One effective approach is to attend industry conferences and webinars, where EAs can gain insights from thought leaders, network with peers, and learn about emerging trends that could impact the law firm. These events not only provide valuable information, but also foster connections that can lead to collaborative opportunities.

Familiarizing oneself with the organization's mission and vision is equally crucial. An in-depth understanding of these guiding principles allows EAs to align their work with the firm's overall objectives, thereby enhancing their contributions. By consistently pursuing professional development and industry awareness, EAs position themselves as knowledgeable partners capable of driving success alongside the CEO and leadership team.

One of the most fundamental aspects of a successful relationship between a CEO and their assistant is the setting of clear expectations. When each member of the partnership understands what is expected of them—what the goals and priorities are—they can work cohesively towards common objectives. This alignment fosters a sense of unity and purpose, reducing the likelihood of misunderstandings. Without clear expectations, it can often feel like you're working against each other, leading to frustration and inefficiency. Establishing a framework for accountability enhances productivity and strengthens the working relationship, allowing both the CEO and the executive assistant to thrive in their roles. Here are the two most critical elements that serve to clearly communicate expectations:

The EA's role can vary widely, so it's essential to have a detailed job description. This document should outline tasks and the scope of the role, ensuring there's no ambiguity about the EA's responsibilities.

A scorecard is a strategic management tool used to communicate objectives, measure performance, and track progress towards specific goals, enabling team members to understand their contributions and areas for improvement in relation to the team's overall success. KPIs are essential for measuring success. By defining overall goals and specific metrics, such as response times or project completion rates, both the EA and CEO can track performance and identify areas for improvement.

Over the past few decades, the role of the executive assistant (EA) has undergone a remarkable evolution, transforming from traditional clerical duties to a strategic partnership within organizations. Progressive law firms that recognized the potential impact of EAs have significantly improved their operational efficiency and adaptability. By empowering EAs with the knowledge, authority, and involvement in strategic initiatives, these firms have cultivated environments where collaboration flourishes. The proactive engagement of EAs has allowed them to contribute meaningfully to decision-making processes, ultimately driving innovation and fostering a culture of growth and adaptability. Organizations that have embraced this evolution have not only stood out in their industry, but have also set a precedent for what the future of administrative support can achieve. If you're ready to take your firm's efficiency to the next level, consider the strategies outlined in this guide. For more personalized support, reach out to our team and discover how we can help you optimize your EA-CEO partnership.

Family Business Harmony: Strategies for Professional Success

After weeks of sleepless nights, countless drafts of how to break the news, and a dramatic countdown on my wall calendar… the moment has come. Deep breath. Here goes: I work with my family. Not just one single family member, folks, but two. My dad is the CEO of the organization I work for, and my sister is the Director of Talent Acquisition. I'm surrounded. Yes, that's right, double the fun, double the familial interaction, and double the opportunity for endless eye-rolling. Before you start crossing me off your "Sane People to Take Advice From" list, hear me out.

Joining or starting a business with family members can be both a blessing and a curse. On one hand, you have built-in trust and familiarity, making communication and decision-making easier. On the other hand, tensions may arise due to personal relationships and dynamics that can complicate professional interactions. Despite the potential challenges, working with family in a professional environment can also bring great benefits if managed effectively.

Our industry is unique in that it frequently sees multiple family members working together, whether it's a child stepping into the family practice, a spouse who is also a business partner, or another relative handling key responsibilities. This is a common occurrence that introduces both opportunities and challenges. Many firms wrestle with this dynamic, as balancing the personal and professional aspects of these relationships can be tricky.

For myself, working with family members over the past few years has been extremely fulfilling, but it has not come without its highs and lows. In this blog, I hope to shed some light on how to navigate these relationships, what has worked for us, and what has been a challenge for our relationships and business. It is my hope to share some insight into best practices for how to navigate family dynamics inside of a professional environment.

Establishing and maintaining a positive organizational culture is fundamental to the success of any firm. When family members work together, the task of fostering a healthy, inclusive culture becomes even more significant and complex. The innate familiarity among family members can sometimes create an environment where personal grievances seep into professional interactions, potentially leading to unchecked and negative dynamics. If these family-related issues are not properly managed, they can become serious culture killers, undermining team cohesion and productivity.

Family dynamics can negatively impact organizational culture in several ways, including:

Non-family team members may find themselves navigating a minefield of pre-existing relationships and unresolved tensions, which can result in feelings of alienation and hostility. When the workplace atmosphere becomes charged with familial discord, it detracts from the overall morale and can lead to increased turnover rates among the broader team. Law firms must be vigilant in ensuring that family dynamics do not overshadow the professional environment. By prioritizing open communication, mutual respect, and clearly defined boundaries, firms can cultivate a culture where all employees feel valued and understood, regardless of their familial connections.

While family dynamics can indeed create discord when not properly managed or integrated, they also have the potential to foster a more positive and cohesive working culture if leadership is intentional and thoughtful about their approach. Thoughtful leadership can leverage the inherent trust, loyalty, and deep connection that often exists among family members to enhance team collaboration and strengthen organizational commitment. Leaders can transform potential familial friction into a harmonious and productive work environment. This deliberate management not only mitigates the risks associated with working alongside relatives, but also harnesses their unique strengths, creating a more dynamic and resilient firm culture.

It is essential to establish clear boundaries and professional protocols to ensure that the family-business blend cultivates a thriving, productive environment rather than a contentious one. What do we expect this professional relationship to look like, and how will we monitor it and hold ourselves accountable? Here are some tips for integrating family members into your professional team:

  1. Establish clear boundaries: Before your family member ever steps foot in your law firm, consider having a business-like family meeting with the goal of establishing clear boundaries and expectations. Each family member should understand their role in the business, and the entire team should be clear on these roles as well.
  2. Honor the spaces for your personal and professional lives: It's important to highlight the benefits of keeping work at work and personal life at home. Avoid discussing work during family dinners, as it can make other family members feel left out. Similarly, refrain from talking too much about family matters at work, as it can make team members uncomfortable with the casual tone of the conversations.
  3. Employ key communication strategies: Open and transparent communication is crucial, and it's especially imperative not to let issues linger. If something bothers you, address it promptly. Family members often know each other best, so it's essential to communicate effectively to avoid conflicts and misunderstandings. If you're unsure how to approach someone, discuss it. Ask how they prefer to be addressed in a work setting, as this may differ from personal interactions.
  4. Leverage each other's strengths: It is important to ensure that each family member is engaged in activities that suit their strengths. Often, we see bosses placing family members in roles simply because there is a need to fill a position, but this can lead to poor performance if the family member is not suited for the job. It is essential to ask family members what they want to do, while also being realistic about their capabilities and the needs of the business. It's also essential, as with any other position at your firm, to have clear job descriptions and scorecards.
  5. Resolving conflicts: Every family and every team will experience conflict. Don't allow conflicts to go unresolved and unaddressed. For team members who are also family members, it's important to emphasize the significance of keeping emotions in check and focusing on solutions. Involving a third party during conflicts can be extremely beneficial, especially when family members disagree. An unbiased opinion can provide clarity and facilitate resolution.
  6. Celebrate success together: Celebrating achievements as a family brings immense joy, and sharing the same vision while enjoying work is extremely rewarding. Bringing your whole team together to celebrate both big and small victories is crucial for a solid, healthy culture.

A Word of Caution

Often, family members are held to a higher standard than other team members, particularly when a family member is the boss. Tim holds me and Sarah to a higher standard than everyone else. He expects us to consistently model exemplary behavior, maintain the highest levels of professionalism, and deliver outstanding performance in every aspect of our roles.

This dynamic can have both positive and negative implications. On one hand, it motivates family members to perform at their best and hold themselves accountable. On the other hand, it can create resentment and pressure that may be challenging to navigate. As leaders, we must acknowledge this dynamic and find ways to mitigate its negative effects on both family members and non-family team members. It's important to be mindful of the balance, recognizing the potential for both constructive and detrimental outcomes.

Working with my dad has been so eye-opening for me. I have to admit: He is way smarter than I ever knew growing up. It has also been interesting to see him be vulnerable in a work setting, something I hadn't witnessed before. Admitting where he isn’t doing well and where he can do better is impactful to witness and has taught me how to do the same. Seeing his dedication to continuous improvement, despite his extensive experience, has inspired me to adopt a similar approach in my own professional journey. It's been a truly enriching experience, blending personal insights with professional growth.

My older sister also works for Vista. We weren't close as kids because of a significant age gap, but as we've gotten older, we've gotten closer. That bond deepened when we started working together. We talk every day about work or personal life. I've gotten the chance to see a side of her I didn't know before, and that has allowed us to be more authentic and connected in our lives.

We are a close family, and working together has only brought us closer. Like any family, we have our ups and downs. It is those ups and downs that have made us both a stronger family and a stronger work team. I wouldn't trade my place on this team for any other gig in the world.

So, don't shy away from hiring or working with relatives—just make sure you have a plan for managing those delicate dynamics.

The Key to Thriving Teams: Cultivating Psychological Safety

When you think of a thriving organization, do you imagine meetings filled with blind agreement, with little questioning, little opportunity for brainstorming and new ideas, and a crushing fear of failure amongst the team members? Probably not! Thriving teams and organizations foster the concept of psychological safety. By understanding and cultivating psychological safety, leaders can unlock the full potential of their teams, encouraging an environment where creativity, resilience, and collaboration flourish. This perspective elevates the collective output and propels the organization to stand out in a competitive market landscape.

A psychologically safe environment is a place that fosters growth and is a cornerstone for thriving teams. In this blog, we will explore psychological safety, its definition, why it matters, and how to cultivate it within your law firm. We will also examine how it can unlock your team’s full potential, leading to greater innovation, collaboration, and success.

What is Psychological Safety?

This pivotal notion, deeply researched and championed by scholars like Amy Edmondson, involves creating a work environment where team members feel entirely comfortable expressing themselves, sharing concerns, and contributing ideas without fear of repercussion or ridicule. A psychologically safe workplace has an ethical and supportive culture and is a fertile ground for innovation, engagement, and productivity. It’s the secret sauce that distinguishes good companies from truly great ones.

Psychological safety ensures individuals feel supported and valued. The essence of psychological safety lies in the assurance that no matter what new idea is suggested or what innovative process is undertaken to accomplish a task, the team will provide unwavering support. This kind of support encourages creativity, drives productivity, and ultimately leads to a more dynamic and innovative workplace where every team member feels empowered to contribute to their fullest potential.

The Impact of Psychological Safety on Business Success

Comparing two businesses, one with psychological safety as a hallmark and another lacking this fundamental element, reveals stark differences in organizational health and performance. In the absence of psychological safety, team members often feel inhibited and fearful, leading to a culture where ideas are kept silent and innovation stagnates. These organizations typically experience high turnover rates, low employee engagement, and struggle to adapt to market changes.

On the other hand, businesses that prioritize psychological safety foster an atmosphere of trust and openness. Employees in these environments feel valued and empowered, resulting in higher levels of creativity, productivity, and adaptability. Notably, these companies tend to outperform their peers, demonstrating that psychological safety is not just a “nice-to-have,” but a critical driver of competitive advantage.

Why does Psychological Safety Matter?

Psychological safety has been extensively researched and proven to be essential for team success. In fact, Google’s extensive study on high-performing teams found that psychological safety was the most critical factor in building successful teams. When individuals feel psychologically safe, they are more likely to take risks, share ideas, and be open to feedback. This creates a culture where collaboration and innovation thrive, leading to improved team performance and overall success for the organization.

Forward-thinking companies are increasingly recognizing the significance of psychological safety and are making concerted efforts to embed it within their corporate culture. These organizations understand that fostering an environment of openness and mutual respect is not a luxury, but a strategic imperative. Objective data supports this shift. Research conducted by leading institutions shows a direct correlation between psychological safety and enhanced team performance, innovation, and employee satisfaction. Studies have consistently demonstrated that teams operating in psychologically safe environments report better engagement levels, lower turnover rates, and significantly higher project success rates compared to their counterparts in more traditional, hierarchical organizations. For leaders aiming to cultivate a competitive and resilient organization, understanding and implementing the principles of psychological safety is paramount. This approach nurtures a more dynamic and innovative workforce and positions the company as a desirable workplace, attracting top talent in an increasingly competitive marketplace.

Building a Psychologically Safe Environment

Creating a psychologically safe workplace is a critical challenge for law firm leaders. Recognizing and addressing the unique pressures and demanding environments inherent to legal practices, leaders are tasked with the pivotal role of fostering an atmosphere where team members feel genuinely supported and encouraged to express their thoughts and concerns openly. For those leaders eager to transform their law firm into a culture of innovation, collaboration, and competitive success, understanding how to build and sustain psychological safety within your team is essential. This guide is designed to equip you with the understanding and tools needed to cultivate a culture that values and thrives on psychological safety.

Creating a psychologically safe workplace starts with leadership. As a leader, it is vital to promote an environment of trust, openness, and inclusivity. Leadership that prioritizes and encourages honest and open communication and embraces feedback, or what we like to call “feedforward,” is how psychological safety is built. Creating this type of environment takes time and consistency from the leadership team. Here are some of the fundamental building blocks you’ll need to develop in order to create a more psychologically safe workplace:

Stepping Outside of Your Comfort Zone

Everyone has heard that you must get out of your comfort zone to grow. What does that mean, and how does it relate to psychological safety? In Spark Brilliance, a must-read book for all leaders, Jackie Insinger discusses this idea. She examines the concept of being pushed out of your comfort zone to grow, but not so far that it elicits a fear response. When we are in a fear state, it is harder to learn and grow. Insinger says, “Growth doesn’t need to mean getting completely out of your comfort zone. It’s possible to have both – the strengthening effect of bumping up against discomfort and coming through it, and the safety of a calm, rational mind that can soak up new information and learn the lessons it offers.”

As you begin intentionally cultivating a more psychologically safe environment at your organization, it can be uncomfortable for both leaders and team members alike. It can be uncomfortable for leadership to allow team members to come to them and share difficult workplace situations, provide feedback on a process they find to not be working, or share how they believe the organization can be run better. What the leader does with that information is truly where that psychological safety is built. This is where vulnerability and trust are so important. These things take time, but it is the consistency of it that can really allow for growth in the future.

Similarly, team members can also struggle with the process. Encouraging the provision of open and honest feedback in every situation can be particularly daunting, requiring individuals to step out of their comfort zones significantly. This involves not just occasional check-ins but a consistent effort to communicate transparently, even when the feedback might be difficult to hear or deliver. It’s about building a foundation of trust and openness, where team members feel secure enough to express their thoughts and concerns without fear of retribution. This level of openness can be incredibly challenging to achieve, but it is crucial for fostering a supportive and collaborative team environment.

Understanding Psychological Safety for Remote Team Members

I would be remiss if I didn’t discuss how to build and maintain psychological safety for remote work since many organizations face the remote work challenge daily. Maintaining psychological safety in remote work can be difficult, but staying truly connected with team members who do not come into the office is imperative. Physical distances can quickly dissolve emotional connections if not nurtured or brought to the attention of those interacting daily with team members who are working remotely. The need for trust, open communication, and mutual support takes center stage like never before in the realm of remote work. Some ways to be sure that you are building psychological safety:

Unleashing Potential Through Psychological Safety

Leaders recognize psychological safety as a component of a healthy work environment and a strategic lever to gain a competitive advantage. In a rapidly evolving business landscape, those at the helm who harness the power of psychological safety are unlocking unprecedented levels of innovation, productivity, and loyalty within their teams. They understand that when team members do not fear judgment for proposing novel ideas or admitting mistakes, creativity flourishes, and so does the pace of growth and learning. This secure foundation cultivates an atmosphere where loyalty and contentment are byproducts of an engaged and empowered workforce. Teams that operate under the umbrella of psychological safety annihilate competition not merely by doing more but by innovating faster, adapting quicker, and remaining unfazed in the face of challenges. In essence, psychological safety has become the secret weapon of forward-thinking leaders, enabling them to create an environment where happiness and engagement are the norms, not the exceptions. These teams are setting new standards for what is achievable when human potential is fully unleashed.

Silent Strength: Lessons from Our Southern Matriarch

On March 3rd, 2024, our family lost a pillar of strength, our beloved grandmother, Johnnie Mae Evans McKey. A Southern woman through and through, she was a beacon of quiet leadership, a testament to resilience, and a paragon of grace. As we mourn her loss, we also celebrate the life lessons she imparted, lessons that have profound relevance not just in our personal lives but also in our professional roles at Vista. We are the proud daughters of Tim and Jodi McKey and the proud granddaughters of Johnnie Mae Evans McKey.

Johnnie Mae, born in 1926, was a stay-at-home mom who found herself unexpectedly transferred to Centreville, Mississippi, by a governmental agency. What she thought would be a brief stint turned into a lifetime of over 70 years, illustrating her adaptability and tenacity—qualities we strive to embody at Vista. She faced challenges head-on, never wavering in her commitment to her family and community.

Take it From a Southern Woman

Southern women, especially in the mid-20th century, could be described as sugar and spice with a hefty side of iron will. They were the embodiment of the phrase, ‘a steel magnolia’. Balancing impeccable Southern hospitality with the tenacity of a bulldog, these women managed households, navigated social complexities, and often played key roles in their communities, all while making it seem as effortless as whipping up a flawless batch of buttermilk biscuits. With a sweet, melodic “bless your heart,” they could either offer genuine sympathy or deliver a scathing critique, all without breaking a sweat. Johnnie Mae Evans McKey was no exception; she navigated life with an elegance and grit that made it clear—Southern women are not to be underestimated.

Southern women like Johnnie Mae carry a unique brand of leadership. It’s not loud or boastful; it doesn’t seek the limelight or demand recognition. Instead, it’s embedded in the everyday acts of courage, the quiet resolve in the face of adversity, the gentle guidance offered with a warm smile. It’s leadership that shoulders heavy loads with poise and dignity, creating an environment where everyone feels valued and supported. It’s a leadership style that is often overlooked or undervalued but one that holds immeasurable strength and power.

Lessons in Leadership

As we reflect on our grandmother’s life and legacy, there are several lessons in leadership that stand out. Johnnie Mae showed us the importance of adaptability. She never let unexpected circumstances or challenges bring her down. Instead, she rolled with the punches, adapted to new environments and situations, and always found a way to make the best of every circumstance. In our roles at Vista, we’ve always been inspired by this model of leadership. Our grandmother’s influence has shaped our approach, encouraging us to lead with empathy, patience, and respect. It’s a form of leadership that fosters a sense of community, promotes open dialogue, and cultivates an inclusive culture where every voice matters.

Leading with love, a principle deeply ingrained in us by our grandmother, emphasizes the critical importance of compassionate leadership. She believed that to truly lead is to care deeply, not just about the outcomes, but about the people who work together to achieve them. This type of leadership creates an atmosphere where individuals feel genuinely valued and understood, where their well-being is a priority, and where kindness drives actions and decisions. In a world often driven by efficiency and results, leading with love stands out as a powerful reminder that the heart of leadership lies in the relationships we build and the communities we nurture. It’s a testament to the belief that compassion and understanding can coexist with ambition and success, fostering a work environment where people are motivated not only by their tasks but by the care and respect they receive.

We exchanged letters back and forth throughout our time in college. We have letters from her that roughly all say the same things because life for her was slow and steady. Most of her letters focused on what happened at her weekly Joy Club meeting at church and what the weather was like. Yet, in every letter, we could feel her unwavering love and support, a constant reminder that no matter how far apart we were, she was always with us. Our grandmother taught us the power of consistent support and encouragement, even if it seems small or insignificant. This lesson has shaped our approach to leadership at Vista—always showing up for our team members and being a source of steadfast support and guidance.

One thing she always did was call everyone by their first name, no matter the occasion or the setting. It was her way of making each person feel seen and valued, creating a warm and welcoming atmosphere wherever she went. She always asked about everyone in our family. Her communication was personal, and she never left anyone out. That’s been an important leadership takeaway for us: Leaders are personal, and they forge deep, meaningful relationships. And in the end….that’s why we are all here – to be in relationships with each other. In our roles at Vista, we used this fundamental lesson from Johnnie Mae to create a work environment where everyone feels seen and valued. Just like our grandmother did with her communication style, we strive to make personal connections with each team member and client. Whether it’s asking about their families or simply checking in on how they’re doing, we believe that these small acts of personalization can make a significant impact on someone’s day and overall well-being.

In this modern era of business and social media, where communication is often reduced to sound bites and tweets, we find ourselves constantly going back to the lessons we learned from the matriarchal Southern way of leading. It’s a style that values substance over flash, connection over performance, and community over individualism. Our grandmother may have been a quiet leader, but her impact was immeasurable. It’s about taking the time to listen, to understand, to connect on a human level. And as we carry on her legacy in our own leadership roles, we are reminded never to underestimate the power of quiet determination and sturdiness. Because, in the end, it is often those who speak softly but lead strongly that leave the most lasting impact.

In Gratitude

As we enter this season of our lives and take time to remember our grandmother, we’re reminded of the importance of these values. We’re inspired to carry her legacy forward in our work at Vista, fostering a culture of quiet leadership, empathy, and respect. Johnnie Mae Evans McKey may no longer be with us, but her lessons live on.

Our fearless leader at Vista, Tim McKey, learned a thing or two from his mother as well, so her impact and values have shaped Vista as an organization and team. We are all part of Johnnie Mae’s influence. Through her example, we’ve learned that leadership is not about power but about empowering others. It’s not about standing above but standing alongside. And it’s not about making noise but making a difference. Here’s to the silent strength of Southern women like our grandmother, who led not with words but with actions. Their legacy continues to inspire us, and for that, we are forever grateful.

Stuck in the Middle: Defining Effective Mid-level Leadership

Mid-level leadership, particularly within the context of law firms, encompasses those key roles nestled between top-level management and the broader team. They are the department managers or practice group leaders who form the vital backbone of the organization. This level of leadership carries significant responsibilities; they are not only tasked with their own casework but also charged with motivating and managing their teams, executing strategic initiatives from executive leaders, and often serving as the face of the firm to clients. Balancing these diverse and sometimes conflicting obligations presents a complex challenge that defines the unique role of mid-level leadership in law firms. Law firm owners and C-Suite level executives have their priorities. Your team has never-ending questions, and you are regularly getting pulled in different directions. Being a mid-level leader is about meeting the demands from above while providing resources and support to those below. So, how do you do this well?

This blog is for those mid-level leaders navigating the intricate labyrinth of responsibilities, endeavors, and expectations. I recognize your struggle. Whether it’s juggling the directives from executive leadership and the needs of your team or balancing client relationships with your personal caseload, the challenges are intense. This week, I’ll aim to provide the tools, insights, and strategies to help establish balance and harmony in your role as a mid-level leader.

Navigating the Challenges of Mid-Level Leadership

To be an effective mid-level leader, you need to be a proactive leader as well as an engaged follower. It can be difficult to find common ground between your team members and the executive leadership team. As a leader who leads from the middle, you must make it a priority to contribute to the overall health and performance of the firm, making your role a key element of organizational success. Being a good mid-level leader in a law firm or any organization requires a combination of leadership skills, effective communication, and the ability to find the sweet spot between your team members and executive leadership. To excel as this type of leader, here are a few key skills you should focus on developing and strengthening:

Develop Effective Communication Skills

You must be able to communicate well with your superiors as well as your team members. Clearly articulating your ideas and expectations is key. As the mid-level leader, you should be able to convey the goals and expectations to your team as well as provide timely updates and insights to your executive team. Communication is a two-way street, so be sure to actively listen and offer support and guidance to your team members when needed. Effective communication will help build trust with your team as well as demonstrate your ability to effectively manage up.

Focus on Strategic Thinking

As a mid-level leader, you are often tasked with executing strategic initiatives from upper management. It’s important to think beyond just your team’s day-to-day tasks and focus on the bigger picture. This requires a level of strategic thinking and planning to ensure that your team’s efforts align with the overall goals and objectives of the firm. It may also involve identifying potential challenges or roadblocks and developing contingency plans to keep projects moving forward.

Build Impressive Decision-Making Skills

You will need to be able to make well-informed decisions for your team that align with overall law firm goals while considering the impact of those decisions on your team. As that middle-ground leader, you will likely be held accountable for your decisions if things don’t go as planned, so you must be able to take responsibility for your decisions and actions. Improving your decision-making skills will not only inspire confidence in your leadership but also help you navigate through difficult or high-pressure situations.

Embrace a Growth Mindset

It’s essential to have a growth mindset as a mid-level leader. This means having the willingness and openness to learn new things, adapt to changing circumstances, and continuously improve yourself and your team. As the legal industry continues to evolve, it’s crucial to stay updated and knowledgeable about new technologies, best practices, and industry trends. This growth mindset will also help you adapt to changing priorities or unexpected challenges, making you a more resilient leader. “We’ve always done it this way” is not an effective strategy for firm or personal growth!

Hone Impeccable Problem-Solving Skills

All leaders must address challenges that come their way, but you, as a mid-level leader, are in a tricky spot because you must address challenges and seek solutions while considering the well-being of the entire law firm and the impact on your team. When a problem arises, you need to be able to confront the issue and then put together a plan to overcome that challenge. To do this effectively, you must be a creative and critical thinker who can identify potential solutions and weigh the pros and cons to make an informed decision.

Be Flexible

All organizations go through changes, and as a mid-level leader, you will have to navigate through each change thrown your way. Often, it’s best to embrace new ideas from executive leadership and then present them to your team so they can improve processes. While you might not agree with the changes, you have to lead your team tactfully while aligning with the law firm’s leaders. However, it is also key that you use your communication skills wisely and communicate to your executive team if you feel strongly that a certain change is not for the betterment of the organization as a whole or your team specifically.

Advocate For Your Team

Your team must trust you to represent their interests to the executive leadership of the law firm. It is imperative that you fight for your team to gain the tools and training they need to do their job well. And when they have performed out of their league, it’s your job to be sure that their efforts are recognized by leadership. This will go a long way when your teammates see you advocating and supporting them to those who sign their checks.

Always Look for Continuing Education and Training Opportunities

Just as you hope your executive leaders invest in you, it is important that you invest in your team. You should be seeking opportunities to help them grow in their roles. Continuing education and training opportunities for your team can take various forms, and as a mid-level leader, you should actively seek them out to ensure your team’s skills stay current and relevant. These could include:

Investing in your team’s development not only benefits them individually but also strengthens your entire team’s capabilities and contributes to the success of your firm. This will reflect incredibly well on you as a leader as your team begins to perform better and better. If your team is winning, it is likely that the law firm is on its way to winning as well.

Solving the Mid-Level Conundrum

In a rapidly evolving business landscape, the importance of developing leadership skills for mid-level leaders cannot be overstated. Mid-level leaders are the engine that keeps organizations running. These are the individuals steering the ship, managing larger, strategic initiatives and acting as bridges between the executive level and the front line. The ability of these leaders to manage teams, communicate effectively, and make effective decisions directly impacts the success and productivity of the law firm. Yet, in our experience here at Vista, these leaders are often not given the optimal development and training opportunities that can enable them to lead for results. This is where Vista’s Law Firm Leadership Summit comes into play. Our third annual summit, scheduled for April 29th – May 1st, 2024, will provide both veteran and emerging leaders with a masterclass in navigating change in the ever-evolving landscape of law. The theme, “Disrupt or be Disrupted: Leading When Shift Happens,” is a call to action for mid-level leaders to step up, disrupt the status quo, and lead through the shifts.

Registration opens soon, so don’t wait to sign up for early access and exclusive discounts.

The Swift Way to Success: Unraveling Leadership Styles from Taylor Swift's Groundbreaking Eras Tour


Quotes about the tour

A once in a lifetime phenomenon” – Variety
A masterclass in pop ambition” – Los Angeles Times
A career spanning victory lap” – Rolling Stone
The most impressive stadium show ever conceived” – uproxx

Taylor Swift has been a key voice in almost every playlist I’ve created since middle school. I will unabashedly turn her tunes up and sing along. Her music makes me happy and has always connected with me. I first got to see her perform live at LSU’s Tiger Stadium when I was in high school. That show was unreal. So, when she announced her Eras Tour, I knew I had to be a part of it. I saw her epic and amazing show in Chicago this year, and I am heading back in 2024 with my sister and nieces in tow.

Now, why should you be paying attention to a pop icon’s latest tour?

Taylor Swift is not only a global pop icon, but also an astute business leader, constantly innovating and crafting her brand in an industry marked by fierce competition and rapid change. Over the years, Swift has shown a knack for redefining her image and music to appeal to a broad and evolving audience. Beyond the stage, she has negotiated multi-million dollar contracts, fought for artists’ rights against streaming giants, and built an impressive music empire, all of which underscore her business acumen and leadership prowess. As a woman in a predominantly male industry, her achievements are even more noteworthy, making her a role model for women aspiring to leadership roles in their respective fields.

If you have surfed any type of news outlet in the past five months, I’m sure you have seen a headline or two revolving around Taylor Swift! Swift has planned 146 shows across five continents to pay homage to her 17 years of music. The Eras Tour is a testament to Taylor Swift’s adaptability, a key trait of effective leadership. Swift’s ability to reinvent herself across different eras of her music while still staying true to her core values is truly remarkable. From country crooner to pop princess, each era is distinct yet unmistakably Swift. This tour, with its diverse setlist, inclusive audience engagement, and seamless choreography, serves as a shining example of Swift’s ability to lead a team, adapt to changes, and stay authentic, all while creating an unforgettable experience for her fans. This tour has been fascinating to witness, as it’s not just a musical journey through her diverse portfolio; it is also a masterclass in leadership. As one of the most prominent figures in the music industry, Swift’s evolution as an artist and leader is on full display during the tour. In this blog, let’s take a look at this rock star’s recent accomplishments and see what she can teach us about efficient and effective leadership within law firms.

Taylor Swift’s exemplary leadership approach transcends the music industry and offers valuable insights that can be applied across multiple sectors, including law firms. The importance of fostering diversity and inclusion, recognizing and rewarding the efforts of team members, and building strong, meaningful connections with clients are all significant aspects of successful leadership. Swift’s methods illustrate how prioritizing these elements can not only enhance the work environment but also contribute to achieving overarching business objectives. Therefore, business leaders would do well to consider implementing these strategies within their own organizations. Now, take a note from this set list and go rock out at your firm!

There is No Pixie Dust: Change Requires Work

Have you ever felt or known that something needed to change in order for a process to become better in your law firm, but you didn’t know what? Many firms that reach out to Vista know there needs to be some kind of change, but they are unsure exactly what needs to be done or how to make it happen. Sometimes they think that we, as consultants, can bring a magic wand with pixie dust, wave it around, and “BAM,” all problems are fixed. No work required. This is simply untrue! While we know best practices, have visited and helped hundreds of firms, and feel confident in our work to assess, guide, and measure, we still haven’t found the pixie dust to sprinkle on a firm and magically solve issues without work required.

Let’s face a harsh reality: Magic wands and pixie dust don’t exist!

Hiring a consultant for your firm doesn’t mean there will be no more work for you or that your input will be less in the initial stages of the consultation. The decision to ask for help is simply the first step in the improvement process. What we have experienced many times is that some firms hire a consultant, and they think that’s it. The consultant will come up with all the answers, implement all the improvements, “fix” years of bad process and culture in a finger-snap and the owner’s work is done, with no participation required. WRONG! Believing in pixie dust means you believe it’s possible to make substantial positive changes without work, process, consultation, or practice. It’s a figment of our imagination, and the sooner we let go of this myth, the sooner we can roll up our sleeves together and get to work.

Eyes wide open

At Vista, we do our best to set the stage during the sales process so that we work “with” you to initiate and develop best practices. We like to think of our engagement with firms as a partnership much more than a dictatorship. We are partnering with a firm in hopes of bringing a new and different perspective, one honed after years of working in and with hundreds of contingency fee law firms. We’re unique in the industry because everything we do is custom. Therefore, our recommendations and fixes don’t translate word for word from firm to firm. We take the time to really get to know each of our client partners, understanding their firm on a cellular level and using that insight to guide and elevate them. We don’t do “cookie-cutter” approaches. We strongly believe that every firm is different, and every solution to a problem requires a unique approach that usually requires hard work. That’s not to say we don’t suggest best practices; we certainly do. But even best practices require implementation and often tweaking to fit your firm’s unique fingerprint.

In order to make changes inside the firm, we must work with the firm and its team. We need their buy-in, hard work, and perseverance during a time that we like to call “The Dip.” In Seth Godin’s words, “The dip is the long slow time between starting something new and mastering it. It is a dip in productivity that is actually a shortcut because it gets you where you want to go faster than any other path. This time is when most people are likely to quit, but those that push harder and manage to overcome the dip usually can accomplish their goals.

We cannot implement changes without the firm’s help and commitment to staying on course during the dip. Staying power is succeeding power! Changes and improvements within a law firm require work and commitment on almost all occasions.

How Vista does it

Unlike some consultants who have a “one size fits all” approach to firm operations and processes, our work is 100% custom to your firm. We are fully aware that no two firms are alike, just like no two owners are alike. We focus on getting to know the firm, its unique mission and goals, and its processes intimately so that we can help them customize their approaches, integrate new technology, and determine how they want things done internally.

We always start with a deep, onsite firm assessment. This helps us to be able to better understand where the issues really are and where the areas for improvement lie. We think of this step in the journey as the information collection piece (discovery, if you will). We want to understand as much about your firm as possible. We survey the owner(s) and the team. We meet with team members onsite. We check out your building, get a feel for your culture, and ingrain ourselves into your current processes and stumbling blocks.

After that initial assessment, we are then able to provide very cogent steps to improve processes within the functional areas of the business. Firm processes like intake, case management, training, marketing, and accounting are some of the key areas on which we focus. Vista also works in the strategic area of the business, helping partners become aligned and working with their teams to understand what the goals of the firm are. The assessment ends with a candid report that includes a roadmap to success based on each firm’s unique circumstances. We put the roadmap in priority order so that the firm can gain early yardage and address the biggest, most pressing issues first. We give you the custom map and hope to be able to join you on the quest to complete it.

From there, we provide advice and guidance on how to best implement changes so they stick. Our aim is to share as much knowledge and insight as possible with each firm so they are empowered to create and implement lasting change on their own. We’re there to help you execute so that your new systems become a part of your culture. We work alongside you, providing tools, templates, and sometimes, what feels like therapy! And though this process may be difficult and require hard work, that’s ok — because at the end of the day, it will be worth it!

At Vista, we focus on providing long-term solutions that help firms succeed in the future. We understand and acknowledge that change requires work to make it happen, but hard work is worth it when it leads to success! We are here to provide guidance, knowledge, and expertise in order for you to bring out the best version of your firm possible.

We won’t sugarcoat it: our approach takes dedication, on our part and yours. You’ll always get that from Vista, and we expect it from each client with whom we work. I like the way Thomas Edison put it, “Opportunity is missed by most people because it is dressed in overalls and looks like work.” In my opinion, you can replace the word opportunity with many other words in the business world, but I like success the best. Success is missed by most people because it is dressed in overalls and looks like work.

The letting go

How do you overcome the belief that pixie dust magically brings improvements? Simple: It’s a mindset you must fully embrace. As humans, we are almost always resistant to change. However, once embraced, we must put our heads down and do the work it takes to get the results we want.

I always love sports examples, so let’s talk about Michael Jordan for a minute. There is no doubt that Michael Jordan had talent and was an excellent athlete. But Michael Jordan did not just rely on his talent and some pixie dust to become one of the greatest of all time. He put in the work. Thousands of hours of training, practice, and focus to become the GOAT.

When it comes to making changes within your firm, you have to realize that there is no pixie dust that will make it all better. You must be willing to do the work and commit to the process!

Vista Consulting is here as a partner with you, and we are happy to provide the tools needed for success. We just need your commitment and dedication in order for us both to experience success together! No pixie dust required!

Get Your Head in the Game: Parallels Between Leadership and Sports

I spent my youth playing sports. From the moment I could walk, I also had a tennis racket in my hand. My first athletic motivation was simply to try and keep up with my older sister as best I could. At age six, I competed in my first tennis tournament, made it to the Junior Davis Cup at age 12, and brought home a doubles state championship in my senior year of high school. During my formative years, I caught the proverbial sports bug over and over again and began to gravitate towards more team-oriented sports, adding basketball, volleyball, softball, and track to my athletic resume. I loved the pace of team sports and the camaraderie they provided. Each team I played on was a united front, sharing the same mission and vision. Volleyball became a passion, and I was thrilled to compete at the collegiate level at Millsaps College where I was named Conference Player of the Year in my senior year. Looking back, it was a youth well spent where I, often unknowingly, was preparing to be the best professional teammate and leader I could be.

After I graduated college, I began my own tennis coaching business. At the end of my time in that business, I had one manager and 15 employees and had opened a 2nd location for our classes. Diving into my own business right out of my college years was quite a culture shock, but I quickly learned that I already had most of the skills I needed to find my way, and I had learned them through my many years of playing competitive tennis and volleyball. The principles I learned playing and coaching sports parallel quite well with being a business leader. Most business decisions I have had to make in my seven years of business leadership, I can easily relate to principles I learned during my time playing and coaching sports. Today, I apply those same skills and knowledge in my role as Focus Specialist for Vista Consulting.

Let’s dive in and talk about the principles you might have also learned at a young age that you can and should be tapping into as a business leader today.

Things I learned from playing sports from a young age:

  • I learned that when I was tired, I shouldn’t quit.
  • I learned that practice is most important when you don’t feel like doing it.
  • I learned to take care of my body and how to correctly fuel it for success.
  • I learned to work with others and to be a good teammate, gracious in defeat and humble in success.
  • I learned to deal with disappointment and to show up each day ready to work and be better than the day before.
  • I learned to make and accomplish goals.
  • I learned to respect not only myself but others, including referees, competitors, and coaches.
  • I learned that it takes hours and years of hard work and practice to create a champion and that success does not happen overnight.
  • I learned to be proud of small achievements and to work towards long-term goals.
  • I learned to be creative instead of living behind a screen.
  • I learned to communicate my feelings of hurt and disappointment.
  • I learned the importance of time management and balancing what is important to me.

The opportunity to play sports provided me with the ability to develop attributes that have served me well throughout my life and have given me the opportunity to bless others and use them in many other areas of my life, including business leadership.

Copying three key principles from sports

All of the principles listed above can be translated into principles to live by each day in the business world. There are three principles that I want to highlight that I believe if business leaders adopt, they will truly be more successful than their competitors. In my mind, a successful team and business have to have a good coach, regular practices, and a playbook they follow.

Find a good coach.

Each team is led by a coach who believes in their players and who pours into them as much knowledge, skill, and opportunity they can. As a business leader, part of your role is coach. You need to embrace that part of your position wholeheartedly. If it doesn’t come naturally to you, don’t worry. Focus on developing your coaching skills and working towards becoming a leader who inspires, motivates, and commands respect.

Too, in sports, a great coaching staff isn’t typically comprised of just one person. Usually there is a crew of coaches, each with their own roles and specialities that help to make the team the best it can be. In business, work to build your coaching staff. If your organization is large enough, find a great COO or Office Manager to team up with. If your firm isn’t there yet, you can still work to build your coaching staff. Start by finding the best player on the team and have them teach the others. For example, identify your most polished intake specialist and have them pour their knowledge into the other team members.

Practice regularly.

Everyone knows that top teams spend hours and hours practicing their skills for the big moment under the lights. They practice as if they are playing. Teams go over their systems and processes time and time again so that when they are in a game, delivering is second nature. They know what to do because they have done it thousands and thousands of times before. Businesses need to adopt this strategy. There must be time for practice. Practice is where growth really happens. Let’s talk intake again…you do not want a new intake specialist practicing on your potential clients right away, do you? Have them practice with others on their team first to build skills and work out missteps. Schedule time for the intake team to review their procedures and strategies so they are ready when the phone rings. This time needs to be intentionally scheduled out, or it will likely not happen. During practice, have the designated coach review the steps that must be followed on every call. This is a great opportunity for team bonding which is also so important within an organization. You want to be sure everyone shares the same vision!

Have a playbook.

If every football team played without a playbook, can you imagine the chaos and disaster that would cause on the field? No one would know what to do. If nobody on the field knew what the strategy was, do you think they could win even one game? Probably not! Businesses are the same way. If you want to beat your competition, you need a playbook! Even if you have superstars on your team who are doing things well, they still need a game plan in order to execute the firm’s vision and mission. Creating a playbook will take time, but it will be worth it, in the end, to be sure your team is on the same page and is performing under the same training or processes. In an organization, think of a playbook as the standard operating procedures, best practices, and manuals you develop. These take considerable time and forethought to develop, implement, and ultimately, get right, but it’s a non-negotiable if you want your firm to have a successful season.

Become the MVP

As a business leader, if you prioritize coaching, practicing, and strategizing, I am certain your team will benefit tremendously. Looking at each person in your business as your teammate on the playing field will likely change your perspective and that shift will trickle down to the team as a whole. Start by taking a step back and evaluating how you are treating your teammates at this moment. Are you winning when they are winning, or are you trying to beat them? Are you treating them with respect? Are you holding them accountable to regular practice and following the playbook? If not, then focus on transitioning to a team mentality. That shift can be transformational to an organization and can take your team from losing to winning. They will begin to celebrate each other’s wins and allow your business to reach heights you didn’t think were possible! So, get your head in the game!

Where’s Your Wheelbarrow?

Projects are a lot like wheelbarrows. They are heavy and hard to get rolling. If you stop pushing and put them down at any point, the prospect of picking them back up can feel daunting. So daunting, in fact, it can be easy to leave them where they land. Everyone has felt it and seen it… eye rolls and a stomach-dropping feeling when you are reminded of a project that was supposed to be completed months ago but hasn’t made progress in what feels like a year.

You lack momentum, and, especially with projects, momentum comes from continual progress. How do we gain continual momentum so that projects do not become like a heavy, stagnant wheelbarrow? Let’s dig in and talk about a few ways to be sure projects maintain their momentum.

Establish structure and assign responsibilities

With each project, there will likely be a team of players who need to participate in order to get the project across the finish line. Once the players have been decided upon, be sure to set up a meeting schedule with each team member. Along with meeting rhythms, you will want to establish effective and efficient lines of communication. Ask questions like:

  • How will the team communicate with each other?
  • How often will you communicate with each team member?
  • What updates are expected from each team member?
  • How will you manage progress?

It is important that the project team understands who has the authority to make changes and decisions that affect the course of the project. Projects need governance, but they don’t need bureaucracy that can serve to impede progress. Set the expectations at the beginning of the project and ensure that each team member knows what is expected of them for the project to run smoothly and avoid unnecessary frustration.

Be accountable

To get that wheelbarrow in a state of continuous movement, accountability is key! How many projects have you worked on that have taken a lot longer than they should have because no one was held accountable for meeting their deadlines? First, you must set timelines and deadlines for each step of the project. The next step, and one that is often overlooked, is that you must monitor progress.

If deadlines are being missed and timelines have become impossible, call a timeout. Pull the team together and take a close look at the project plan. Be open and candid about the obstacles and reasons for slowed progress. Then, adjust the plan! Sticking with a plan that’s not generating steady momentum just won’t work! Don’t be afraid to deconstruct and rebuild, if necessary, in order for your team to feel like they can once again pick the wheelbarrow back up and keep moving forward.

Be accessible

If you are the project manager, be readily accessible and approachable to your team. Be sure they know your availability and how best to reach you. This allows your team to plan appropriately. During a project, schedules may need to be adjusted more frequently than usual. As often as possible, these schedule changes should be conveyed to the team. Don’t assume that a schedule change isn’t worth mentioning to certain team members. Be open! Include everyone in communication containing information that impacts the project.

Welcome questions and concerns and be a very active listener. For your team to deliver the way you would like them to, you must earn their trust. The best way to do that is to be efficient and effective in your communication with them as well as hear their concerns and address them in a timely manner. If a team member cannot participate in a meeting, be certain someone is taking clear and concise notes or recording a virtual meeting in order to make missing team members feel included and up-to-date. That way, there will be no hiccups or delays in moving the project forward even though a team member was absent from a meeting. Simply don’t allow little bumps in the road to turn into mountains!

Embrace the power of pivoting

This pandemic-era buzzword will always be incredibly important to project management. You have to be able to pivot, if and when necessary. Projects inherently have many moving parts and numerous team members involved. Because of their nature, it is likely that a few challenges will arise along the way that require adjusting, revisiting, or refocusing.

That’s okay! To move things along and not allow for stagnation, everyone must be prepared and ready to pivot. Without losing sight of the end goal, be flexible on how to get there when bumps in the road arise.

Be positive and enjoy the ride

When you’re trying to keep a project moving along, don’t underestimate the power of optimism. Jon Gordon’s book, The Energy Bus, gives you 10 Rules for the Ride of Your Life. These will help guide you through creating a positive team environment, crucial to pushing a project to completion.

Rule #1 says, “You’re the driver of the bus.” Take responsibility for your work, have desire and vision, and focus on where you want to go.

Rule #2 says, “Fuel your ride with positive energy.” During a project, there will be bumps. Too often, we blame others or make excuses. This only leads people down a negative path that will not produce good results. Instead, be positive and create enthusiasm, joy, and success wherever you go.

My favorite, rule #7, says, “Enthusiasm attracts more passengers and energizes them during the ride.” This is key!!! The more energy each team member brings to the project, the more it becomes contagious. Keep your team jazzed, and you’ll find your projects are able to consistently maintain momentum.

Finally, rule #10 says, “Have fun and enjoy the ride.” After all, life is short. We could all do a better job of embracing this rule not only in our project management but in our lives. When we stop having fun, we stop enjoying the things that are important to us. If you can hold onto your why, you’re more likely to enjoy completing projects and watching your firm enjoy continued success.

So…where is your wheelbarrow? Is it full of a heavy project sitting in the yard, or is it slowly rolling? No matter what phase of a project you find yourself in, it’s always possible to reignite and regain momentum.