The Strategic Use of Talent Assessments: Leveraging Data for Better Hiring, Stronger Teams, and Leadership Success

Organizations dedicate significant time and resources to recruiting top talent, developing leaders, and building high-performing teams. Yet despite these investments, many critical workforce decisions are still driven by interviews, gut instinct, and incomplete information.

Talent assessments offer a more strategic approach.

By providing objective insights into behavioral tendencies, motivations, communication styles, problem-solving abilities, and leadership potential, assessments empower organizations to make smarter, data-informed decisions across the entire employee lifecycle.

What You’ll Learn

In this webinar, we’ll explore how to leverage assessments to drive better outcomes, including:

• The differences between personality, behavioral, cognitive, and leadership assessments
• How assessments support recruiting, onboarding, and succession planning
• Best practices for using assessment data effectively
• Common misconceptions and mistakes to avoid
• Strategies for improving hiring decisions, leadership development, and team collaboration

Whether you’re hiring your next employee, preparing a future leader, or looking to improve collaboration across teams, this webinar will provide strategies you can begin applying immediately.

Reserve your spot today and start making more confident, data-driven talent decisions.

Register now

When people think about nonprofit governance, they often focus on bylaws, policies, board meetings, and compliance requirements. While those elements are important, I believe strong governance is about much more than checking boxes. At its core, governance is about creating the structure, leadership, and accountability needed to advance your mission and sustain your organization for years to come.

Balancing Stability and Fresh Perspectives

One of the most common governance challenges I see is balancing continuity with fresh perspectives. This often comes into play when discussing board terms and succession planning. Long-serving board members bring valuable institutional knowledge, historical context, and deep relationships that can be difficult to replace. At the same time, through term limits, organizations benefit from new ideas, diverse experiences, and fresh energy.

This is why many nonprofits choose to establish term limits and staggered board terms. While there is no one-size-fits-all approach, terms that are too short can make it difficult for members to fully contribute, while terms that are too long can limit opportunities for new voices. The goal is not simply turnover for the sake of turnover, but rather to create a healthy balance that allows boards to maintain stability while continuously evolving.

That evolution becomes even more important as organizations seek to strengthen board diversity. Diversity is often discussed in terms of demographics, but effective boards also benefit from diversity of thought, experience, expertise, and perspective. Building a more diverse board requires intentionality. It starts with identifying the skills and viewpoints that may be missing from the current board and developing a thoughtful recruitment process that helps uncover candidates who can contribute in meaningful ways.

The recruitment process itself deserves careful consideration and significant effort. Identifying strong candidates who align with the mission and fill critical gaps is the first step. An application and interview process can help organizations ensure that individuals will align with the organization’s mission, values, and governance expectations. Asking candidates how they would approach real-world scenarios can provide valuable insight into their leadership style, decision-making process, and ability to contribute constructively as part of a governing body.

Expanding Specializations Beyond the Boardroom

As boards become more strategic in their composition, many organizations also explore the role of committees. In my experience, committees can be incredibly valuable when specialized expertise or additional community engagement is needed. They provide an opportunity for individuals to contribute their knowledge and insights without assuming the full responsibilities of board service.

Committees can also serve as a pipeline for future board members, allowing organizations to identify engaged individuals who may eventually be well-suited for joining the board. Most importantly, they create another avenue for connecting talented people to the mission and expanding the organization’s network of support.

Strategy Is Governance Responsibility

Regardless of how a board is structured, one responsibility should never be overlooked: strategy.

There is sometimes confusion about where governance ends and management begins. While organizational leaders are responsible for day-to-day operations, the board plays a critical role in shaping the organization’s strategic direction. In fact, strategy is one of the most important responsibilities a board has.

The board should not be involved in day-to-day operations but should actively participate in discussions about the organization’s future, priorities, risks, and opportunities. Strong organizations foster a collaborative relationship between leadership and the board, where both parties understand their respective roles and work together to advance the mission.

Finding the Right Board Size

Board size can also influence an organization’s effectiveness. Larger boards may provide broader representation and expertise, while smaller boards often find it easier to make decisions and maintain focus. The right size depends on the organization’s needs, complexity, and stage of growth.

Policies Should Support the Mission, Not Just Compliance

Finally, none of these governance practices can succeed without a solid policy foundation. Bylaws and organizational policies provide the framework that guides decision-making, clarifies expectations, and helps organizations navigate challenging situations. Yet many nonprofits rely on generic templates that fail to account for their unique structure, mission, or state-specific requirements.

Thoughtful governance requires thoughtful policies. Organizations should regularly review their governing documents to ensure they reflect current operations, anticipated challenges, and long-term goals. Professional advisors, including legal counsel when appropriate, can provide valuable guidance in developing policies that are both practical and compliant.

Governance as a Long-Term Investment

Strong governance doesn’t happen by accident. It is the result of intentional decisions about leadership, accountability, strategy, and structure. When nonprofit leaders and board members invest in governance, they are investing in their organizations’ future. The result is not only stronger oversight, but a stronger foundation for achieving the mission that brought everyone to the table in the first place.

One of the most common questions I am asked is whether organizations should use assessments. My answer is almost always the same: yes—but thoughtfully.

Whether you’re hiring, building a stronger team, or developing leaders, assessments can provide valuable insights. The key is understanding what they measure, when to use them, and how much weight they should carry in your decision-making.

I emphasize the word thoughtfully because I’ve seen organizations rely too heavily on assessment results without fully understanding what they’re measuring. Assessments should support good judgment—not replace it.

When used appropriately, assessments provide insights into how people think, work, communicate, and lead. Broadly speaking, organizations tend to use three types of assessments:

• Cognitive ability assessments, which measure problem-solving, reasoning, and learning agility.
• Behavioral or personality assessments, which explore work styles, communication preferences, and motivations.
• Skills or competency assessments, which evaluate the technical or professional abilities needed for a specific role.

Each serves a different purpose, and understanding the differences is the first step toward using assessments effectively. My team loves anything that gets people talking and building a common language, and that’s exactly what the right assessment can do.

Today’s blog provides a high-level overview of how assessments can support hiring, team effectiveness, and leadership development. Next month, I’ll take a closer look at some of the most common assessment tools and when to use them. Then, during our August webinar, we’ll dive even deeper into how organizations can use assessments to support employees as they grow within the organization.

The Growing Role of Assessments in Talent Management

For years, many organizations viewed assessments primarily as hiring tools. Today, I see organizations getting the greatest value from assessments long after someone joins the team.

Whether they’re helping a new employee integrate more quickly, improving communication across a department, preparing future leaders, or supporting succession planning, assessments have become an important part of helping people and organizations grow.

Rather than replacing human judgment, assessments provide another layer of information that complements interviews, performance observations, coaching conversations, and business needs.

Assessments in Recruiting: Improving Hiring Decisions

Hiring mistakes are expensive, and this is something I’m painfully aware of through my work as a recruiter. A poor hire affects productivity, employee morale, customer relationships, organizational culture, and frankly, everyone’s emotional energy.

That’s why I think of hiring as putting together a puzzle. A candidate’s resume, experience, education, interviews, references, and technical skills each provide a piece of the puzzle. An assessment can be a valuable addition, but it shouldn’t be used to make the hiring decision. Instead, it should validate what you’re already seeing or uncover areas worth exploring further.

One of the biggest mistakes I see is organizations looking for an assessment to provide “the answer.” It won’t. What it will do is help you ask better questions, challenge assumptions, and make a more informed decision.

The most effective hiring processes combine assessments with structured interviews, relevant experience, work samples, and thoughtful reference checks.

Assessments for Team Building: Understanding How People Work Together

Many workplace challenges aren’t caused by a lack of talent but by differences in communication, work styles, and expectations. That’s where behavioral and personality assessments can make a real difference.

Some of my favorite moments are when someone says, “Now I understand why we keep missing each other.” Assessments don’t change who people are—they create a shared understanding that helps people work together more effectively.

When employees understand one another’s preferences and tendencies, they often:

• Communicate more effectively
• Build trust more quickly
• Reduce unnecessary conflict
• Clarify expectations
• Better leverage one another’s strengths

There are many excellent assessment tools available, each offering a different lens into workplace behavior. Some focus on communication styles, others on motivations, strengths, or conflict management. In my experience, the specific tool matters less than how the conversation unfolds afterward.

Avoiding Common Pitfalls

One of the greatest dangers of team assessments is oversimplification. People are complex, and no assessment fully captures an individual’s capabilities or potential.

Organizations should avoid statements such as:

• “That’s just how they are.”
• “They’re not suited for leadership because of their profile.”
• “We already have enough people with that personality type.”

Instead, assessments should encourage curiosity, build understanding, and open the door to more productive conversations.

Leadership Development: Building Self-Aware Leaders

Perhaps the most powerful application of assessments is leadership development.

The best leaders aren’t defined solely by technical expertise. They’re distinguished by self-awareness—the ability to understand how their behavior affects others and adapt their approach to different situations.

Leadership assessments can provide insight into areas such as:

• Emotional intelligence
• Leadership style
• Influence strategies
• Decision-making tendencies
• Communication effectiveness
• Change readiness
• Strategic thinking
• Potential derailment risks

These insights help leaders recognize both their strengths and their growth opportunities.

I’ve never seen an assessment change a leader on its own. Growth happens when someone is willing to reflect on the results, have honest conversations, and intentionally practice new behaviors.

Making Assessments Meaningful

When paired with coaching, leadership development, and ongoing feedback, assessments become a catalyst for meaningful growth rather than just another report sitting in a drawer.

Next month, I’ll share the specific assessment tools I recommend, what each measures, and when each makes the most sense. In the meantime, I’d love to hear from you. Is there an assessment you prefer—or one you don’t? Let me know, and I’ll include it in the conversation.

Leadership can feel lonely at times. You’re navigating challenges your team may not see, making decisions that carry weight, and balancing expectations from all directions. So where do you turn when you need advice, perspective, or just a reminder that you’re not alone? 

For many leaders, the answer is simple: peer groups. A peer group gives you a trusted circle of people who “get it”—leaders who are walking a similar path and who are willing to share honestly about the ups and downs of leadership. Here’s why that matters, and how peer groups can help you grow. 

Shared Experiences, Real Perspective 
Sometimes the best learning happens through stories. When you hear how another leader handled a tough employee conversation, navigated a change initiative, or overcame resistance, it can spark ideas you hadn’t considered.  

It’s Not Just You 
One of the most powerful benefits of a peer group is realizing you’re not the only one struggling with a particular issue. Every leader has moments of doubt or frustration, but those don’t always show up on the surface. In a peer group, the curtain gets pulled back. Suddenly, the challenge you’ve been carrying feels lighter, simply because you know others are carrying something similar. 

Honest Feedback You Can Use 
Feedback is critical, but let’s be honest—it’s not always easy to get. Your team may not feel comfortable giving it, and your boss may not see the full picture. A peer group fills that gap. Because peers are on equal footing, they tend to be candid and practical. They’ll tell you what they see, what they’ve tried, and where you might want to adjust. That kind of feedback is gold when you’re trying to grow. 

Building Emotional Intelligence 
Leading well isn’t just about what you do—it’s about how you connect with people. In peer groups, you practice listening, empathy, and perspective-taking in a very real way. You learn how to support others, challenge respectfully, and communicate in ways that build trust. Those same skills translate directly into stronger relationships with your team back at work. 

A Network That Lasts 
The connections built in peer groups often outlast the program itself. Leaders go on to mentor each other, collaborate on projects, or simply pick up the phone when they need to talk something through. That ongoing network is one of the most valuable outcomes of being part of a group. 

Accountability That Keeps You Growing 
It’s easy to set leadership goals after a workshop or training—but sticking with them over time is harder. A peer group provides the accountability and encouragement that make growth stick. When others are checking in on your progress and celebrating your wins, you’re far more likely to follow through. 

Bringing Peer Groups Into Your Leadership Journey 
If you’ve never been part of a peer group, it might feel a little uncomfortable at first. But the payoff is worth it. Look for groups that value confidentiality, meet regularly, and bring together leaders with diverse experiences. Most importantly, be willing to share honestly. The more open you are, the more you—and everyone else—will gain. 

Final Thoughts 
Leadership isn’t meant to be a solo journey. Peer groups offer leaders a powerful combination of perspective, accountability, and support that fuels both personal and professional growth. 

That’s why the AMPLIFY leadership development program incorporates peer group learning as a core element. Participants learn together, challenge each other, and build lasting connections beyond the program. If you’re ready to strengthen your leadership skills and grow within a supportive community.

Learn more and register here

Yeo & Yeo HR Advisory Solutions supports leaders and organizations at every stage. Learn more about our solutions.  

Helping Employers Connect with Great Talent

We know that organizations need to connect with key talent to be successful, and we love making meaningful connections. If you don’t find the right fit among these candidates, we are always happy to do a targeted search for you at a competitive rate. Learn more about our recruiting process.

Use the filters below to sort profiles by category, type, industry, etc. If you would like to connect with any of these candidates, fill out the form at the bottom of their profile or contact us directly by phone at 734-747-2936 or by email at yyhrinfo@yeoandyeo.com.

Even the most talented leaders need guidance. In fact, many of today’s top executives credit their success to the coaching and mentorship they received along the way. Coaching provides leaders with something they can’t get from books, training sessions, or even experience alone: an outside perspective. 

Coaching is one of the most effective tools you can use if you want to grow as a leader—or help others in your organization grow. Here are five reasons why. 

1. Coaching Builds Self-Awareness
   It’s hard to see yourself clearly when you’re in the middle of leading. Coaches help leaders recognize blind spots, uncover assumptions, and better understand how their behaviors impact others. This kind of feedback is essential for personal growth and a stronger leadership presence.
2. Coaching Encourages Accountability
   Leadership comes with big responsibilities, but leaders can sometimes lose focus or get caught in reactive cycles. Coaches act as accountability partners, helping leaders set goals, stay focused, and measure progress. Knowing someone is tracking your commitments can make all the difference.
3. Coaching Improves Communication Skills
   Communication is at the heart of leadership. Through coaching, leaders can practice difficult conversations, refine how they deliver feedback, and build confidence in their communication style. Over time, this makes them more effective in managing teams, stakeholders, and clients.
4. Coaching Provides a Safe Space to Learn
   Leaders often feel they need to project confidence and certainty, even when they’re unsure. Coaching provides a safe, judgment-free environment to process challenges, brainstorm solutions, and explore new ideas. This support empowers leaders to take risks and grow without fear of failure.
5. Coaching Accelerates Development
   While experience builds leadership skills over time, coaching speeds up the process. Leaders gain insights and strategies they can apply immediately, making coaching a powerful tool for organizations that want to develop talent faster.

Final Thoughts 
Leadership is not just about what you know—it’s about how you grow. Coaching gives leaders the structure, support, and insight to reach their full potential. 

The AMPLIFY leadership development program integrates coaching into its framework, allowing participants to work directly with professionals and peers to enhance their leadership journey.

Learn more and register here

Supporting leaders and organizations at every step, Yeo & Yeo HR Advisory Solutions is here to help. Learn more. 

It seems like every conversation about the future of work eventually turns to artificial intelligence. 

Some people see AI as a revolutionary tool that will unlock new levels of productivity and innovation. Others worry about job displacement, workforce disruption, and what role people will play in an increasingly automated world. 

As with most major workplace shifts, the truth is somewhere in the middle. 

Throughout my career, I’ve watched organizations adapt to significant changes in technology, economic conditions, and workforce expectations. What makes AI different is the speed at which it’s evolving and the broad range of roles it has the potential to impact. Yet despite all the headlines, I don’t believe the most important question is whether AI will replace people. The more important question is how organizations will help people adapt. 

The organizations that succeed in the coming years won’t be the ones that simply adopt the latest AI tools. They’ll be the ones that thoughtfully integrate technology while continuing to invest in their workforce. 

Jobs May Change More Than They Disappear 

One of the biggest misconceptions about AI is that entire professions will suddenly become obsolete. 

In reality, most jobs are made up of dozens of individual tasks. AI may automate some of those tasks, streamline others, and create entirely new responsibilities that didn’t exist before. The result is often job transformation rather than job elimination. 

We’ve already seen this happen throughout history. Technology has changed how work is performed in manufacturing, accounting, marketing, customer service, and countless other fields. While certain tasks become automated, new opportunities emerge that require different skills and expertise. 

Today’s workforce is likely to experience a similar shift. Employees who spend significant time on repetitive administrative work may find that AI helps them complete those tasks more efficiently. That can free up time for higher-value activities such as problem-solving, relationship building, strategic thinking, and decision-making—areas where human judgment remains essential. 

The Human Skills Gap May Become More Important Than the Technical Skills Gap 

When organizations discuss preparing for AI, the conversation often focuses on technical skills. While technical literacy is certainly important, I believe many leaders are overlooking something equally critical: human skills. 

As technology becomes more capable, skills such as communication, adaptability, emotional intelligence, critical thinking, and leadership become even more valuable. These are the qualities that help people navigate ambiguity, build trust, and make sound decisions in complex situations. 

AI can generate information. It can analyze data. It can assist with routine processes. 

What it cannot do is replace the uniquely human ability to understand context, build meaningful relationships, inspire teams, or lead through change. 

Organizations that continue to develop these skills within their workforce will be better positioned to thrive, regardless of how technology evolves. 

Recruiting Is Already Changing 

The impact of AI is also becoming evident in recruiting. 

Employers have access to more tools than ever before to identify candidates, streamline hiring processes, and improve efficiency. Candidates are also using AI to write resumes, prepare for interviews, and explore career opportunities.  

While these advancements can create efficiencies, they also present new challenges. It can be more difficult to evaluate authenticity, assess communication skills, and understand a candidate’s true capabilities when technology is involved at every stage of the process. 

For instance, I recently worked with a client where we let someone go after three months because they were clearly not a fit. When I looked back at the resume and cover letter, it became very clear that the candidate had used AI to make it seem like he was the perfect candidate for the role, but the hiring manager should have probed a bit deeper into past experiences and asked more specific situational interview questions to help better assess qualifications next time. 

Thus, recruiting may shift from focusing solely on technical qualifications to identifying individuals who demonstrate adaptability, curiosity, learning agility, and the ability to work effectively alongside technology. And, figuring out how to “AI-proof” your hiring processes from tech-savvy applicants. 

The strongest candidates won’t necessarily be those who know the most about AI. They’ll be the ones who understand how to use it appropriately while continuing to bring human insight and judgment to their work. 

Career Paths Will Continue to Evolve 

AI is also changing how employees think about their careers. 

Some roles will evolve significantly. New roles will emerge. Employees may find themselves needing to develop skills they never anticipated using when they first entered the workforce. 

This reality can feel unsettling, particularly for individuals whose responsibilities are changing rapidly. Yet it also creates opportunities for growth and reinvention. 

Organizations play an important role in helping employees navigate these transitions. Leaders who invest in learning, upskilling, and career development can help their workforce remain engaged and prepared for the future. 

Likewise, individuals who embrace continuous learning will be better equipped to adapt as workplace expectations evolve. 

The future of work is unlikely to be defined by a single career path. Instead, it may be characterized by ongoing development, new experiences, and a willingness to learn throughout one’s career. 

Leading Through Change 

Perhaps the greatest challenge facing organizations today isn’t AI itself—it’s change. 

Technology will continue to advance. Workforce expectations will continue to evolve. New opportunities and challenges will emerge. 

The leaders who navigate this environment successfully will focus on more than technology adoption. They will communicate openly, invest in their people, and create cultures that encourage learning and adaptability. 

AI has the potential to enhance productivity, support innovation, and help organizations operate more effectively. But technology alone doesn’t create successful organizations. People do. 

The future of work isn’t about choosing between humans and AI. It’s about understanding how the two can work together. 

Organizations that recognize this balance will be the ones best positioned for long-term success—not because they embraced the latest technology first, but because they helped their people grow alongside it. 

Like many of you, I have been enjoying the warmer weather and all of the amazing basketball! (I am also prepared to have my bracket busted by the end of the first week of March Madness.)

This is the time of year when you have good visibility into the opportunities and challenges for the upcoming year, yet also need to ensure that your staff is aligned and performing at a high level.

Thus, I thought I would write this blog equating basketball themes to coaching your team to perform to their highest level.

Tip #1 – Make sure that you have a good game plan

A key part of getting everyone focused on the right priorities is to have a realistic year-long plan. In basketball, there is a carefully crafted strategy that leverages your star players’ skills while mitigating the strengths of the competition. In your business, you need to do the same. The environment might be a bit harder to predict than a zone defense, but careful planning will give your team confidence in you as a leader.

When it comes to building a strong game plan (strategic planning), it helps to have a system or tools in place that support the following:

• A longer‑range plan or vision that shapes team culture

• Clear annual goals or objectives that keep everyone focused

• Maximizing organizational strengths and how they match up against the competition

• An understanding of the broader environment in which the organization is playing

Tip #2 – Reward the behaviors that are aligned with winning

Focusing solely on outcomes rather than behaviors can cause problems. If you have a great shooter, but they are selfish and don’t pass the ball when they should, you don’t win as many games as you would by playing as a team. Within an organization, you might have a high performer who also doesn’t play well with others on the team. If you don’t focus on the “how” in addition to the “what,” you might end up unintentionally reinforcing bad behavior. Therefore, be sure to reward behaviors aligned with the organization’s values.

For example, some organizations set up performance reviews that are 50% behaviors and 50% accomplishments. When it comes to leadership, you might choose to implement a 360‑degree feedback process to ensure positive leadership behaviors and effective collaboration among peers.

Tip #3 – Focus on team success

In basketball, the end goal is getting to the NCAA tournament and then trying to win it. Individual statistics don’t matter as much as making dreams come true and bringing home a national championship.

In business, aligning goals so that everyone is focused on team success is a little more difficult. For instance, don’t fall into the trap of focusing leaders on departmental goals rather than organizational goals. If your Sales VP has their bonus tied only to revenue, they will not be vested in the product development team or the team that onboards new customers. Rather, make sure that part of their bonus is tied to something — often profit — that requires each leader to think beyond their department. This approach encourages teamwork and collaboration so that, at the end of the season, err, year, everyone will feel proud of their contributions to the team’s overall success.

Tip #4 – Provide constant feedback

Great basketball players practice their skills and seek coaching to improve. Unfortunately, in organizations, managers may shy away from providing regular feedback. (Tom Izzo doesn’t wait until the end of the season to share his feelings!)

It can be common in organizations for managers to avoid giving feedback on a regular basis. A dialogue should not only happen at the end of the year when the opportunity to course‑correct has passed by. It is easy for managers to avoid difficult conversations or let things build up, leading to increased frustration. Rather, have those conversations early when feedback can be more impactful, and the next play even better.

I hope you enjoy the games this month and that your bracket holds together longer than mine usually does. If you’re looking to strengthen your own game plan this year, check out our AMPLIFY Leadership Development Program — a structured way for leaders to improve alignment, clarify priorities, and coach their teams more effectively.

I hope that your February is off to a great start, and that you are enjoying this special time of year–after the Super Bowl but before March Madness. Watching the Olympics and seeing people compete at the highest level is a great way to see amazing leadership examples. Thus, the topic of my blog this month is around a key factor that helps set leaders apart and is absolutely essential for high-performing teams, in my experience.

If I had to choose one factor that consistently separates high‑performing teams from struggling ones, it wouldn’t be talent, technology, or even strategy, it would be psychological safety.

Over my years in HR leadership and consulting, and from my own personal experiences with bosses, I’ve seen brilliant initiatives fail because people were afraid to speak up. I’ve also watched ordinary teams accomplish extraordinary things simply because they felt safe sharing ideas, concerns, and mistakes without fear of embarrassment or punishment.

Let’s break down what psychological safety really means and how you can start strengthening it today.

What Is Psychological Safety?

Psychological safety is a shared belief within a team that the environment is safe for interpersonal risk-taking. That means people feel comfortable saying things like:

• “I don’t know.”
• “I made a mistake.”
• “I need help.”
• “I have a different point of view.”

In a psychologically safe culture, these statements are met with curiosity, not judgment.

The term was popularized by Dr. Amy Edmondson of Harvard Business School, whose research found that the strongest teams weren’t the ones who made the fewest mistakes—they were the ones who talked about them openly.

Why Psychological Safety Is So Important

1. It drives innovation.

Creative thinking requires risk-taking. Employees will only share bold ideas if they trust they won’t be criticized or dismissed.

2. It improves engagement and retention.

People stay where they feel valued and respected. A lack of psychological safety is one of the fastest routes to turnover.

3. It enhances performance.

When team members feel safe raising concerns, asking questions, and admitting when they’re stuck, work gets done faster and with fewer errors.

4. It strengthens belonging.

You can’t have genuine inclusion without psychological safety. Voices from traditionally marginalized groups must feel free to contribute authentically.

5. It prevents small issues from becoming big ones.

Most organizational problems start as whispers. Psychological safety turns whispers into conversations and conversations into solutions.

10 Things You Can Do Starting Today

Here are simple, immediate actions to help build psychological safety in your workplace or team.

1. Model vulnerability

Leaders set the tone. Share a mistake you made, something you’re still learning, or a moment when you didn’t have the answer. This invites others to be real, too. This is something that I do all of the time–one of my favorite expressions is that “We get smarter every day.”

2. Ask more questions—and listen longer

Swap statements for questions like:

• “What do you think?” My mentor and former boss, times two, Mike Finney, would say this all of the time.
• “How could we improve this?”
• “What am I missing?”

Then actually listen.

3. Respond with curiosity, not criticism

When someone offers an idea, try: “Tell me more.” This simple phrase keeps the door open instead of shutting it.

4. Celebrate thoughtful dissent

Instead of rewarding only agreement, intentionally highlight when someone constructively challenges the status quo. It signals that diverse thinking is valued, not punished.

5. Avoid blame language

Replace: “Who messed this up?”

With: “What happened, and what can we learn?”

Blame creates silence. Curiosity builds trust.

6. Establish team agreements

Set norms such as:

• We assume positive intent.
• We don’t interrupt.
• We ask before we judge.

Clear expectations reduce interpersonal conflict.

7. Make it safe to ask for help

Try sharing stories of times collaboration made you more successful. Reinforce that asking for help is a strength, not a weakness.

8. Give credit generously

Recognizing contributions—especially from quieter voices—creates an environment where people feel seen and valued.

9. Follow up when feedback is given

If someone offers a concern or suggestion, respond thoughtfully and circle back. Lack of follow‑up teaches people to stop speaking up.

10. Create structured opportunities for every voice

Use techniques like:

• Round‑robin sharing
• Anonymous idea drop boxes
• Silent brainstorming
• Smaller group discussions

Don’t rely on extroverts to carry your culture.

Final Thoughts

Psychological safety isn’t a “soft” skill—it’s a strategic advantage. It’s the foundation for trust, innovation, inclusion, and performance. As leaders, colleagues, and teammates, we each have the ability and responsibility to create cultures where people can bring their best ideas and their whole selves to work.

And the best part? You don’t need a new system, a budget, or a long rollout plan. You can get started today.

Leadership isn’t about a title; it’s about creating the conditions for others to thrive.

AMPLIFY is a leadership development program designed for leaders who want to strengthen trust, communication, and connection on their teams.

Yeo & Yeo HR Advisory Solutions (YYHR) has been named a 2025 Best of MichBusiness Talent Stars Award winner. This honor recognizes organizations making a meaningful impact on recruiting, benefits, compensation, and overall workforce strategy across Michigan.

The Best of MichBusiness Awards Program, presented by Corp! Magazine, celebrates companies and individuals who help make Michigan a top-tier place to do business. The Talent Stars category specifically highlights organizations dedicated to helping employers meet and exceed their workforce goals. YYHR was nominated by the MichBusiness Board of Advisors and selected by a panel of local Michigan executives.

“This recognition reflects the heart of our work, helping organizations build strong, healthy, and sustainable workplaces,” said Amy Cell, president of Yeo & Yeo HR Advisory Solutions. “Winning this award is a testament to our team’s commitment to listening first, tailoring solutions, and showing up as true partners with our clients.”

The award comes one year after Yeo & Yeo’s acquisition of Amy Cell Talent in January 2025. Founded more than a decade ago, Amy Cell Talent was built on a mission to transform workplaces by aligning people, culture, and strategy. That mission continues today under the Yeo & Yeo HR Advisory Solutions name—now supported by the broader resources, expertise, and shared values of Yeo & Yeo.

From the beginning, Yeo & Yeo HR Advisory Solutions has operated with a clear service philosophy: HR is not one-size-fits-all. YYHR partners with organizations at every stage of their growth, offering a comprehensive suite of HR and recruiting services, including training and leadership development, HR advisory and fractional services, gap assessments, talent acquisition, and employee engagement and retention strategies.

“As our clients’ workforces evolve, so must the way HR support is delivered,” Cell added. “We’re continuing to refine and expand our offerings to provide more customizable solutions that meet organizations where they are, whether they need strategic guidance, hands-on support, or something in between.”

Looking ahead, YYHR will continue to evolve its service model to address emerging workforce challenges, helping organizations navigate change, strengthen their culture, and support their people with confidence.

For more information about Yeo & Yeo HR Advisory Solutions and its services, visit https://yeoandyeo.com/hr-advisory-solutions.

A few weeks ago, I found myself with more drive time than usual and decided to listen to an audiobook I’d been curious about for a while: The Four Tendencies by Gretchen Rubin. The premise is simple—people respond differently to internal and external expectations, and Rubin groups those responses into four tendencies: Obliger, Upholder, Rebel, and Questioner.

I’ll admit, I was skeptical at first. But it didn’t take long before I could clearly see myself in one of the tendencies and, just as importantly, recognize how others in my work and personal life might fall into different ones. That insight felt familiar, because it reinforced something I see every day in my work with leadership teams: conflict often has very little to do with intent, and a lot to do with style.

Most team conflict isn’t personal—it’s predictable

More and more, the challenges leaders bring to us aren’t about lack of skill or commitment. They’re about friction. Miscommunication. Frustration. People talking past each other or making assumptions about motives.

When we dig in, the root cause is often simple: people are wired differently.

The more self-aware you are, and the more you understand how the people around you think, communicate, and make decisions, the better your team functions. Without that understanding, teams tend to waste energy venting, avoiding issues, or quietly building resentment. With it, differences become something to manage intentionally, rather than something to “deal with.”

Shared language is where the real value shows up

Self-awareness has long been a cornerstone of emotional intelligence, and it’s why tools like DiSC, MBTI, or strengths-based assessments continue to be so popular. In my experience, the biggest benefit of these tools is the shared language they create.

When a team has common terminology, people can talk about differences without judgment. I recently watched this play out in a workshop when a participant joked that her DiSC style can come across more directly than someone with a more relationship-focused approach. Everyone laughed, but more importantly, everyone understood what she meant.

That’s team intelligence in action: groups that work better together because they understand one another, value differences, and adjust instead of escalating tension.

What else sets highly effective teams apart?

While assessments can be a powerful starting point, they’re only one piece of the puzzle. Highly intelligent teams also tend to share a few key characteristics:

• Clear, lived core values that shape how people treat one another day to day

• Intentional team-building, not just once a year, but as an ongoing priority

• A process for relationship repair when conflict becomes deep or recurring

• Strong leadership that addresses real issues head-on, including unclear priorities, resource constraints, or toxic behavior

When these elements are missing, no assessment can “fix” a team. When they’re present, assessments help accelerate understanding and alignment.

A quick overview of common assessment tools

There’s no shortage of tools available, and different situations call for different approaches. Here’s a high-level look at some of the most common ones and where they tend to be most helpful:

1. Myers-Briggs Type Indicator (MBTI)
   Categorizes people into 16 personality types based on four dichotomies. Often used for understanding preferences and work styles.
2. CliftonStrengths (formerly StrengthsFinder)
   Identifies an individual’s top strengths out of 34 themes, with a focus on engagement and performance.
3. DiSC
   Measures behavior across Dominance, Influence, Steadiness, and Conscientiousness. Particularly effective for improving communication and reducing conflict.
4. Enneagram
   Defines nine personality types, focusing on motivations, fears, and growth paths. Helpful for deeper interpersonal insight.
5. Big Five Personality Traits (OCEAN)
   Assesses Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. Strongly backed by psychological research.
6. Emotional Intelligence (EQ) Assessments
   Tools like EQ-i 2.0 or MSCEIT that measure self-awareness, empathy, and social skills—critical capabilities for leaders at every level.

The right tool is the one that fits your team

No single assessment is “best.” The value comes from choosing the right tool for your goals and pairing it with thoughtful facilitation and follow-through. Used well, these tools don’t put people in boxes; they give teams permission to understand each other better and work together more effectively.

I’m always interested in hearing what’s worked for others. Did I miss a tool you’ve found valuable? Which one made the biggest difference for your team, and why?

Feel free to reach out to me at Amy.Cell@yeoandyeo.com. I’d love to continue the conversation.

As I look back on 2025, I’m incredibly grateful for your continued trust and support, especially during a year of change as we joined the Yeo & Yeo family of companies. This transition has expanded the ways we can support you and your teams, helping take care of your people (and the inevitable people issues), so you can stay focused on running your business.

With that in mind, as leaders start planning for 2026, many are asking the same question: What should we be preparing for next? Based on what I’ve seen across organizations this past year, here are a few trends I expect to shape the year ahead.

1. Recruiting: In my 30+ years of HR, I have never seen the kinds of transformational labor dynamics that we experienced in 2025. Layoffs were high, and top talent was hunkered down. After bonuses are paid out in January, I expect more people to be making moves. I also expect employers to focus on implementing strategies that they put together in 2025 to adapt to the changing world, which will result in headcount additions. AI will continue to be at the forefront. I encourage you to use AI carefully, especially when making hiring decisions. If you’re looking to grow your team in the new year, check out our various recruiting webinars that focus on recruiting strategy, interviewing skills, and finding executive talent.
2. Leadership Development: I have seen a large number of “team cohesion” issues this year with clients. I believe that some of the causes are due to societal shifts, as well as challenges related to communication and interpersonal skills in the COVID-era virtual environments. Regardless of the root causes, the solution usually lies in emotional intelligence. Understanding yourself and then understanding others is incredibly helpful. Thus, I encourage your teams to lean into self-discovery and team building in 2026. Whether it is DISC, MBTI, StrengthsFinder, or one of the many other assessments available, plan some team-building activities that will help everyone broaden their perspective. Understanding why people do the things they do, and why you react the way you react, will dramatically improve your effectiveness.
3. Compensation and Benefits: I never cease to be surprised by the variety of compensation practices out there, and the way they impact culture, organizational effectiveness, and teamwork. Make one of your New Year’s resolutions to have an updated compensation philosophy and structure that supports your organization. When it comes to benefits, I am particularly concerned about the costs of health insurance. However, I have seen some innovative approaches, such as direct care models. I plan to stay on top of this issue and will be hosting a webinar on the topic in the summer.
4. HR Advisory Services: We continue to see different needs in this area and have tailored our programs and services accordingly. One option we now provide is Mineral HR, an HR and training platform available for a small monthly fee. We also have a new offering for office managers or controllers who play the role of “reluctant HR manager,” as well as one for solo HR generalists seeking a supportive community of people, tools, and technology. Please let me know if you would like details.

As you consider where to focus your time, energy, and budget in 2026, clarity is essential. That’s why I encourage you to start with our 15–20 minute HR Gap Assessment. It’s designed to help you identify where you’re well-covered and where potential risks or opportunities exist. You’ll also receive a complimentary meeting to review the results and discuss next steps.

Here’s to a thoughtful close to 2025 and a strong, well-supported start to 2026.

Lately, I’ve been hearing from employers who are feeling the pinch of rising benefit costs while still wanting to offer competitive packages that attract and retain great people. It’s a tricky balance — you want to take care of your team, but you also need to keep an eye on the bottom line.

There’s a saying that people join an organization for the compensation but stay because of the benefits. That couldn’t be truer today. As healthcare costs rise and employee expectations continue to evolve, smart benefit design can make a big difference — helping you control costs, boost engagement, and show your employees that you value them.

Health Insurance: Finding Creative Ways to Manage Rising Costs

Health insurance remains one of the largest expenses for employers, and many of my clients are reporting 10–20% increases for 2026 renewals. The good news is that there are several strategies to help manage costs without sacrificing quality coverage.

Here are a few we’re seeing work well:

• High-Deductible Health Plans (HDHPs) paired with Health Savings Accounts (HSAs): These plans usually come with lower premiums and can help employees become more cost-conscious consumers.

• Self-funded or level-funded plans: For small and mid-sized employers, these options can offer more flexibility and visibility into claims — and sometimes, real savings.

• Professional Employer Organizations (PEOs): Joining a PEO can give smaller companies access to large-group rates and better benefits than they could secure on their own.

Policy Adjustments That Support Sustainability

Beyond insurance, a few policy changes can help employers keep benefits affordable while maintaining fairness and flexibility.

• Spousal surcharges or carve-outs: If an employee’s spouse has access to coverage elsewhere, encouraging them to use that plan can reduce costs — though it’s not the right fit for every culture.

• Wellness incentives: Rewarding healthy behaviors (like biometric screenings or quitting smoking) can have long-term payoffs in lower claims and healthier employees.

• Cost-sharing adjustments: One client recently decided that future employees would no longer receive a company contribution toward family coverage. While this approach isn’t for everyone, it helped them protect current employees and create a more sustainable cost structure moving forward.

• Flexible work arrangements: Flexibility continues to be one of the most valued benefits employees ask for. If your organization can support hybrid or remote work, it can be a significant retention advantage — and it often reduces overhead while supporting employee well-being.

Disability and Life Insurance: Look Closely at the Details

Disability and life insurance are easy to overlook, but they can make a big difference when employees need them most.

• Short-term disability: Depending on your workforce and claims history, self-funding this benefit can sometimes make financial sense.

• Optional disability and life coverage: Offering these as employee-paid, after-tax options is often preferred — giving employees choice while protecting your budget.

• Coverage caps: Always review the salary limits on your disability policies. The last thing you want is for an employee to discover that their “67% of pay” benefit is capped much lower than expected.

Wellness Programs: Creating a Culture of Health

Wellness programs aren’t just about gym discounts anymore. The most effective ones foster a culture of overall well-being — encompassing physical, mental, and financial aspects. Strong programs can:

• Reduce absenteeism

• Improve morale and productivity

• Lower long-term health costs

Popular components include mental health resources, fitness challenges, nutrition coaching, and mindfulness training. When these initiatives are paired with small incentives or recognition, participation and outcomes tend to improve.

EAPs: An Underused but Powerful Resource

Employee Assistance Programs (EAPs) often fly under the radar, but they provide valuable, confidential support. They can connect employees to help with:

• Mental health counseling

• Financial or legal issues

• Substance abuse challenges

• Crisis support

We’re seeing more employees take advantage of these resources as conversations around mental health become more open. Promoting your EAP — and reminding employees it’s free and confidential — can make a real difference in their well-being.

Nontraditional Benefits on the Rise

In today’s multigenerational workforce, flexibility and personalization go a long way. Here are a few benefits gaining momentum:

• Pet insurance: A small but meaningful perk that resonates with younger employees who see their pets as family.

• Buying or selling vacation time: This allows employees to tailor their time off, whether they want more rest or extra income. I’ve seen everything from employees cashing out several weeks to those going slightly negative in their vacation balance. Offering flexibility here helps meet individual needs.

• Student loan repayment assistance: A strong differentiator for attracting younger talent, and it’s tax-deductible up to $5,250 per year.

• Lifestyle spending accounts (LSAs): These stipends can be used for wellness, education, or personal development — allowing employees to choose what matters most to them.

Communicating the Full Value of Benefits

Finally, make sure employees understand the full value of what you provide. Sharing a personalized summary that shows the total cost of each employee’s benefits — including your contributions — helps them see the true investment your organization makes. This transparency builds appreciation and reinforces your culture of care.

Final Thoughts

Benefits are no longer one-size-fits-all. By combining cost-saving strategies with innovative, flexible offerings, you can design a package that reflects your values, supports your team, and fits your budget.

If you’re rethinking your benefits for next year, let’s talk about what’s working — and what might need a refresh. With a few thoughtful adjustments, you can create a benefits program that’s both sustainable and meaningful for your team.

Leadership is not one-size-fits-all. Too often, new leaders try to mimic the style of a boss they admired or a figure they read about in a book. While modeling successful behaviors can be helpful, the most effective leaders eventually find a style that is uniquely their own. The ability to customize your leadership approach to fit your personality, strengths, and the needs of your team is what turns good managers into great leaders. 

So, how do you develop an authentic, flexible, and effective leadership style? Let’s explore some steps that can help you get there. 

1. Start with Self-Awareness
   Every leadership journey begins with understanding yourself. What are your natural strengths? Where do you struggle? Tools like 360-degree feedback, personality assessments like DISC, or asking trusted colleagues can provide clarity. The more you know about your tendencies—whether you’re detail-oriented, relationship-driven, or highly strategic—the easier it is to shape a natural style.
2. Learn from Others (But Don’t Copy)
   It’s natural to look at leaders you admire and think, “I want to lead like that.” Observing others is a great way to gather inspiration, but resist the urge to copy and paste someone else’s approach. Instead, ask yourself: what do I respect about their style, and how can I adapt that to my own personality? Maybe you admire one leader’s decisiveness and another’s listening ability. Borrow the pieces that resonate and build them into your own toolkit.
3. Adapt to the Needs of Your Team
   Effective leadership isn’t just about you—it’s about how you connect with those you lead. A customized leadership style requires flexibility. For example, some teams may thrive under a collaborative approach, while others need more structure and direction. Pay attention to what your team responds to and adjust accordingly. Great leaders can adapt their style without compromising their authenticity.
4. Experiment and Reflect
   Leadership is an ongoing process of trial and reflection. Try new approaches in low-risk situations, and take time to assess what worked and what didn’t. Did your team respond well when you gave them more autonomy? Did setting clearer expectations reduce stress? By experimenting and reflecting, you’ll refine your style over time.
5. Commit to Growth
   Finally, leadership isn’t a destination—it’s a journey. Staying open to feedback, seeking out coaching, and joining leadership development programs can help you refine your style. As you grow, so will your ability to lead in a way that feels authentic to you and effective for your team.

Final Thoughts 

The best leaders don’t fit into a mold—they create their own. By building a leadership style customized to your strengths and your team’s needs, you’ll be better positioned to inspire, motivate, and achieve results. 

If you’re ready to take the next step in shaping your leadership style, I invite you to explore AMPLIFY, Yeo & Yeo HR’s leadership development program. It’s designed to help emerging and experienced leaders strengthen their skills, gain coaching support, and practice leadership in a collaborative environment.

Learn more and register here

Yeo & Yeo HR Advisory Solutions provides guidance and support for leaders and teams at every level. Explore our services. 

Leadership isn’t a one-size-fits-all endeavor. The most effective leaders don’t just follow a textbook model—they create their own leadership style by blending proven frameworks with personal values, experiences, and the needs of their teams. Whether you’re a seasoned executive or an emerging leader, developing your own leadership style is a journey of self-awareness, adaptability, and intentional growth.

In this post, we’ll explore how to build a leadership style that’s uniquely yours by drawing from four key areas:

1. Situational Leadership
2. Decision-Making Styles
3. Communication Styles
4. Conflict Management Approaches

1. Situational Leadership: Adapting to Context

Developed by Hersey and Blanchard, Situational Leadership emphasizes that there’s no single “best” way to lead. Instead, effective leaders adjust their approach based on the readiness and competence of their team members.

You adjust your style based on two dimensions:

1. Direction refers to how much guidance or detail you provide. Sometimes, you may need to give clear, specific instructions. Other times, you might empower your team to take more ownership and determine the steps themselves.
2. Support reflects the time and effort you invest to help ensure the task is successfully completed. Your support can range from hands-on involvement to providing encouragement and resources, depending on how much time and energy you invest to help develop, monitor, or motivate the employee.

After considering both the level of direction and the degree of support required for the task, you can apply the most appropriate style from the options outlined below.

• Directing – The Manager provides significant direction and instruction, with low support. This is best for new or inexperienced team members.
• Coaching – High direction, high support. Ideal when team members need guidance but are motivated and want to grow and thrive. This style is also functional when there are performance issues.
• Supporting – Low direction, high support. Useful when team members are capable but need encouragement.
• Delegating – Low direction, low support. Best for experienced, confident team members who want empowerment.

In my experience, the best leaders use all of these styles effectively, depending on the needs of the employees and the complexity of the tasks at hand. Being too “hands-on” all the time can make team members feel stifled. On the other hand, managers who are too “hands-off” can leave employees floundering or problems not being identified early on, when they are more easily corrected.

2. Decision-Making Styles: Balancing Speed and Inclusion

Another leadership dimension is your decision-making style. I’m a big believer in having a well-stocked leadership toolbox—the more tools you have, the more adaptable and effective you can be. Your decision-making approach directly impacts your team’s trust, engagement, and performance. Here are the most common styles:

• Autocratic – You make the decision alone. Useful in crises or when time is limited.
• Democratic – You involve the team in the decision. Builds buy-in and surfaces diverse perspectives.
• Consensus – The group must agree. Great for high-stakes or values-driven decisions.
• Delegative – You empower others to decide. Encourages ownership and development.

There are also blended styles, such as my favorite—Considered Command—where the leader shares an initial plan and invites feedback. This approach can be more efficient than Veto Power, in which the team makes a decision and presents it to the leader, who has the authority to approve or reject it. Considered Command allows for broader input and helps surface critical information earlier in the decision-making process.

3. Communication Styles: Leading Through Language

At Yeo & Yeo HR Advisory Solutions, one of our core values is over-communication. I also appreciate how my friend Richard Sheridan, CEO of Menlo Innovations, refers to himself as Chief Storyteller—a title that reflects the power of clear, engaging communication. Whenever I meet with stakeholders ahead of a major leadership search, the topic of communication style comes up again and again—and for good reason. It truly sets the tone for effective leadership. Consider these common styles:

• Assertive – Clear, direct, respectful. Ideal for setting expectations and giving feedback.
• Empathetic – Emotionally attuned and supportive. Builds trust and psychological safety.
• Storytelling – Uses narratives to inspire and connect. Great for vision-setting and change leadership.
• Data-Driven – Relies on facts and logic. Effective for analytical teams or technical environments.

Again, there are many gradations to consider, and usage depends on sound judgement and knowing your audience. A visionary message may need storytelling, while a performance review may require assertiveness and empathy.

4. Conflict Management: Navigating Tension with Grace

Conflict is inevitable—but your response can determine which direction you go at the proverbial fork in the road. Consider these approaches:

• Avoiding – Useful for minor issues or when emotions are high.
• Accommodating – Prioritizes relationships over winning. Best for low-stakes disagreements.
• Competing – Asserts your position. Necessary when values or ethics are at stake.
• Compromising – Finds middle ground. Useful when time is limited.
• Collaborating – Seeks win-win outcomes. Ideal for complex, long-term solutions.

It’s important to understand your default conflict style and know when to flex. The best leaders don’t avoid conflict; they address it directly, respectfully, and clearly. I find Kerry Patterson’s classic book Crucial Conversations to be an invaluable resource, offering practical tools and tactics for navigating difficult discussions and fostering better collaboration.

Putting It All Together: Your Leadership Blueprint

Leadership is a lifelong journey. Every situation and individual you manage helps build new capabilities you can draw on in the future. Growth can also be intentional—taking time to reflect on your gaps, vision, and goals is essential. To support that process, here’s a cheat sheet to help you continuously evolve your leadership approach.

1. Self-Assess – What are your strengths, values, and blind spots?
2. Observe – What does your team need from you right now?
3. Experiment – Try different styles in different situations.
4. Reflect – What worked? What didn’t? Adjust accordingly.
5. Evolve – Leadership is a lifelong practice, not a fixed identity.

Final Thoughts

Your leadership style is your signature. It should reflect who you are, what your team needs, and how you want to make an impact. By thoughtfully integrating situational leadership, decision-making, communication, and conflict management elements, you can lead with authenticity, agility, and purpose.

Over the last several months, I have been focused on leadership. As I look back on my leadership journey, I have been lucky to work with coaches who guided me along the way. One key coach was Bob Guenzel, who helped me after I joined the Michigan Economic Development Corporation as a Senior Vice President. The role was a major step up for me, and I needed someone I could talk to who would give me a safe space to reflect on the new challenges I was facing. His support was key as I navigated new challenges such as building a team, creating a vision for my new department, and handling various obstacles.

Thus, for all of the leaders out there, I would like to encourage you to seek out a coach who can support you on your leadership journey.

Leadership isn’t just a title—it’s a mindset, a skillset, and a continuous journey of growth.

Whether you’re stepping into your first leadership role or are a seasoned executive, one truth remains constant: Great leaders are made, not born. And one of the most powerful tools to accelerate that growth is having a coach.

Here are six reasons why coaching can help you develop your own leadership style and improve your leadership skills.

1. Personalized Feedback That Fuels Growth

Unlike generic training programs, a coach provides tailored insights based on your unique strengths, challenges, and goals. They observe your behavior, listen to your concerns, and offer constructive feedback that helps you see blind spots and unlock your potential.

In our work with clients, we have found that no two organizations are the same, and the differences that people face are stunning. Building a relationship with someone who understands you, the organization, and your culture is extremely important and helpful.

2. Accountability That Drives Action

Leadership development requires consistent effort. A coach acts as an accountability partner who keeps you focused, challenges your assumptions, and ensures you follow through on your commitments. This accountability often makes the difference between intention and impact.

It takes time to improve and not slip back into old habits. Working with someone who can help you identify triggers and provide tools and templates for your leadership toolkit is key. Discussing when and how to use these tools can make a big difference and lead to actual behavior change.

3. A Safe Space for Reflection and Experimentation

Leaders often face complex, high-stakes decisions. A coach provides a confidential, judgment-free space to explore ideas, test strategies, and reflect on outcomes. This psychological safety encourages deeper learning and more courageous leadership.

Sometimes you want or need an outside perspective, especially if you are having difficulties with your boss or peers. I also see this a lot in family-owned businesses, where the dynamics have an extra layer of complexity.

4. Enhanced Emotional Intelligence

Emotional intelligence (EQ) is a cornerstone of effective leadership. Coaches help leaders develop self-awareness, empathy, and interpersonal skills — enabling them to build stronger relationships, navigate conflict, and inspire teams.

Navigating the complex issues surrounding emotional intelligence requires intentionality and reflection, especially for those who excel at “getting stuff done” but may unintentionally affect employee morale. Having a coach who can provide a mirror and ask you questions that require thoughtful examination of how you view yourself and your relationships can drive real change.

5. Strategic Thinking and Visioning

A coach helps leaders zoom out from the day-to-day and think strategically. They guide you in clarifying your vision, aligning your actions with long-term goals, and making decisions that reflect your values and priorities.

Many people I work with are great at being reactive; they’re pros at putting out fires. But stepping back from the day-to-day and looking further down the road can be tough. Yes, setting a vision is a key leadership skill, and a coach can create a strategy to help you focus on the long term.

6. Support During Transitions and Challenges

Whether navigating a promotion, leading through change, or managing a crisis, a coach can be a steadying force, helping you stay grounded, focused, and forward-moving. They allow you to adapt quickly and lead with confidence, even in uncertain times.

Your coach is part cheerleader, part sounding board, part voice of reason. They can help give you the tools and resources you need when you need them.

Investing in a coach isn’t a sign of weakness, it’s a commitment to excellence.

The most admired leaders in the world, and some of my most successful clients, from CEOs to entrepreneurs to nonprofit directors, often credit their coaches for helping them grow, evolve, and succeed.

If you’re serious about becoming a leader who inspires, empowers, and drives meaningful change, consider partnering with a coach.

Your future self—and your team—will thank you.

If you’re interested in learning more about coaching and our leadership programs and services, please contact Yeo & Yeo HR Advisory Solutions. We’re here to support your growth.

The Michigan Earned Sick Time Act (ESTA) goes into effect for small businesses with 10 or fewer employees on October 1, 2025. That means now is the time to prepare your policies, payroll systems, and employee communications.

Compliance doesn’t have to be complicated. Take the first step today and give your business — and your employees — the confidence of being ESTA-ready.

Take the ESTA Readiness Assessment now

In today’s dynamic workplace, feedback is more than just a performance review—it’s a powerful tool for growth, engagement, and transformation.

One of the most effective methods for gathering comprehensive insights is 360-degree feedback, a process that collects input from various sources, including peers, direct reports, managers, and even external stakeholders.

I have been a fan of 360-degree feedback for years.

I regularly invite my team to provide me with feedback through anonymous surveys, a practice I also implement when placing city managers, nonprofit executive directors, and other leaders who report to a board of directors. However, I have also seen these tools implemented poorly, and I want to share some common issues with 360 feedback and how you can overcome them.

A well-designed and thoughtfully implemented 360-degree feedback process also aligns with many of the “Key People Leader Skills” that I have written about in the past, and which build the foundation for our upcoming leadership development programs, including emotional intelligence, providing feedback, building trust, and more.

Thus, as you develop your culture of feedback and growth, here are some of the ways 360-degree feedback can be a game-changer and growth-stimulator.

The Power of the Tool and Process

1. Holistic Perspective

Traditional feedback often comes from a single source—usually a manager. 360-degree feedback, on the other hand, offers a multidimensional view of an individual’s performance, behavior, and impact. This broader lens helps uncover blind spots and strengths that might otherwise go unnoticed.

2. Enhanced Self-Awareness

When employees receive feedback from multiple sources, they gain a clearer understanding of how they’re perceived across different contexts. This self-awareness is crucial for personal development, emotional intelligence, and effective leadership.

3. Improved Team Collaboration

By encouraging open and constructive feedback among peers, 360-degree reviews foster a culture of trust and transparency. Team members become more attuned to each other’s working styles, leading to better communication and collaboration.

4. Targeted Development Plans

With fuller, nuanced feedback, organizations can design personalized development plans that address specific areas for improvement. This makes training more relevant and impactful, aligning individual growth with organizational goals.

5. Reduced Bias

Because feedback is gathered from multiple sources, it helps mitigate individual biases that can skew traditional performance reviews. This leads to fairer evaluations and more equitable opportunities for advancement.

6. Stronger Leadership Pipeline

360-degree feedback is especially valuable for identifying and nurturing leadership potential. It highlights competencies such as influence, strategic thinking, and emotional intelligence—traits that are often observed by peers and direct reports.

7. Culture of Continuous Improvement

When feedback becomes a regular part of the organizational rhythm, it signals a commitment to continuous learning and improvement. Employees feel empowered to grow, and leaders are better equipped to support that journey.

The seven feedback factors described above can be game-changing, for sure. However, there are several key things to keep in mind when implementing a 360-degree program.

Tips for Successful Implementation – Demystifying and Mitigating Pitfalls

1. Resistance to Feedback

Some employees may feel uncomfortable receiving feedback from peers or subordinates, especially if it’s critical. This can lead to defensiveness or disengagement.

Solution:
Create a culture that normalizes feedback as a tool for growth, not judgment. Offer training on how to give and receive feedback constructively.

2. Lack of Trust or Anonymity Concerns

If participants doubt the confidentiality of the process, they may hesitate to provide honest input.

Solution:
Use a trusted third-party platform or ensure internal systems guarantee anonymity. Communicate clearly about how feedback will be used and protected.

3. Inconsistent or Biased Feedback

Feedback can be influenced by personal relationships, recent events, or misunderstandings, leading to skewed results.

Solution:
Provide guidelines and training to help raters focus on observable behaviors and avoid personal bias. Use a balanced mix of raters to dilute individual biases.

4. Overwhelming Volume of Data

Collecting feedback from multiple sources can result in a large amount of information that’s difficult to interpret or act on.

Solution:
Use structured formats and analytics tools to summarize key themes. Focus on actionable insights rather than trying to address every comment.

5. Lack of Follow-Up

Without a clear plan for using the feedback, the process can feel pointless and demotivating.

Solution:
Ensure feedback leads to development plans, coaching, or goal setting. Managers should support employees in interpreting and applying the feedback.

6. Time and Resource Intensive

Coordinating surveys, analyzing data, and conducting follow-up conversations can be time-consuming.

Solution:
Automate parts of the process with digital tools and schedule feedback cycles strategically to avoid burnout.

7. Misalignment with Organizational Culture

The initiative may backfire if the organization isn’t ready for open, multi-source feedback.

Solution:
Start small – pilot the process with leadership or select teams. Use early successes to build momentum and trust.

Final Thoughts

360-degree feedback isn’t just a tool—it’s a mindset.

When implemented thoughtfully, it can transform how individuals grow, teams collaborate, and organizations evolve. The key is ensuring the process is confidential, constructive, and actionable, so feedback leads to meaningful change. If you would like to talk about my experiences with 360-degree feedback or discuss if it would be a good fit for your organization, let me know.

Succession planning is a topic that often gets overlooked. However, savvy organizations connect succession planning with leadership development planning, do it on an annual basis, and are well-positioned when the inevitable happens—a key person in the organization leaves.

In my consulting practice, I occasionally work with clients who have built a deep bench of talent and can effectively promote from within. That said, many clients have not yet considered developing their key people with an intentional eye toward future transition.

Thus, it’s important to set aside time and think about each of your leadership team members.

Ask yourself the following:

• Who would fill this role if this leader were to leave?
• What skills and abilities are needed?
• Is there a clear plan to develop the potential replacements?

Here are my top tips to create a succession planning strategy that will help you build a pipeline of leadership talent and give you flexibility.

1. Understand – At least annually, check in with everyone to find out where they want to be five years from now, and then figure out how to get them there. These conversations help you align on the potential future, even if it is a pathway outside of the organization.
2. Assess your team – Review your organization top to bottom. A common tool is a “Nine Box Grid,” where you plot out performance and potential. This helps you focus on developing people with high potential and high performance. For employees who have low potential and are low performers, this might be a time to counsel them out of the organization. For people with high potential but who are low performers, maybe the job fit isn’t optimal, and there is a better seat for them? Low-potential and high-performing employees provide stability; thus, you don’t want to lose them. Be sure to understand what they are looking for and offer it to them if possible. Examples could be flexibility, ability to mentor, etc.
3. Assess each position – Look at each position in the organization, including the leader. If the incumbent won the lottery, who would step in? How would you manage? Ideally, leadership roles have 2 or 3 possible replacements within an organization. When I worked at Ford Motor Company, a very large organization, there were dozens of people who could fill a role over time. By comparison, many of my startup clients don’t have any bench, whatsoever. Thus, what makes sense for each organization will vary.
4. Develop – Ensure each employee has a documented individual development plan. Include specific visions of what they want to accomplish in the short term (1-2 years) and long term (3-5 years). This could be something like, “I would like to have the skills to manage people in two years.” Then, you could work with the employee to understand potential development areas like communication, conflict management, or delegating. You could identify specific training for each skill, such as watching a video on delegating, shadowing a leader who is a great communicator, and taking a course on conflict management. Then, two years from now, if a position as a supervisor opens, they will be ready to take it.
5. Support – Keep development front and center. Make sure it is part of the annual goal-setting process, and that you reward and recognize people investing in themselves.

Follow these steps, and you will position your organization for long-term, sustainable growth and success. Your people will feel the investment and reward you with higher retention and engagement, too!