Horizon Point Consulting

Author: Jillian Miles Massey

Lead Better: The Power of Values in Performance Management

Last year, I had the privilege of facilitating leadership training at the managers retreat for one of our clients—a dynamic group of leaders committed to growing their impact and investing in their teams. We explored Horizon Point’s People First Method, diving into what it means to create a motivating environment where people can grow, and how to lead with empathy, appreciation, and accountability.

This year, I had the opportunity to return and work with the same group for the same retreat. This time, we didn’t have to start from scratch—we built on the foundation we had laid and went deeper into effective performance management.

Building on Shared Values

We kicked things off by revisiting the key theme from last year, that leaders create the conditions for performance—not just by setting goals, but by empowering people, modeling values, and cultivating trust.

Performance management can’t just be about metrics and compliance. At Horizon Point, we believe you can’t talk about effective teams without talking about ethics. That’s why this year’s retreat included a focus on values-based leadership and ethical behavior—how what we say we believe matches what we actually do.

Inspired by Michael Schur’s book How to Be Perfect, we discussed the idea that ethical leadership isn’t about perfection—it’s about effort. Schur writes:

“If we really work at finding the means of our virtues…we become flexible, inquisitive, adaptable, and better people.”

This mindset shaped how we approached each element of effective performance management. How do you give feedback that’s honest and respectful? How do you coach someone toward growth without imposing your own agenda? How do you document performance issues in a way that is fair and factual?

These are not just management questions—they’re ethical ones.

Four Pillars of Effective Performance Management

Throughout the session, we worked through four key pillars of effective performance management, using industry-specific examples and interactive activities:

1. Clarifying Expectations and Delivering Feedback
Using the SBI (Situation–Behavior–Impact) model, leaders practiced giving clear, actionable feedback rooted in real scenarios. For many, this exercise revealed how much clarity and tone matter—and how easily feedback can be misinterpreted when those are missing.

We like the Center for Creative Leadership’s resources for using SBI:

2. Coaching Conversations That Drive Development
We explored the GROW model and discussed the differences between coaching, mentoring, and correcting. Through small group role-plays, leaders sharpened their ability to listen, ask powerful questions, and support employee growth without jumping to solutions.

We like this resource from NYU: The GROW Framework

3. Creating a Culture That Reflects Values
Leaders identified what a positive culture “looks like, sounds like, and feels like,” aligning those cultural cues with their everyday behaviors. The result? A shared language for reinforcing a high-trust, high-performance environment.

We talk a lot about values at Horizon Point, including how values can shape your performance management system.

4. Documenting Behavior Effectively and Objectively
We wrapped the content with a practical look at documentation. Using mini case studies, managers practiced writing clear, objective notes that could support both development and accountability—crucial in regulated environments like that of this client’s industry.

Leading with Purpose—Together

Honestly, my favorite part of this trip was seeing these leaders again. Because we had already built trust and rapport in our first session together, we could push further this time—having real conversations about challenges, risks, and gray areas. And as we wove values and ethics into the technical skills of effective performance management, it was clear that this wasn’t a “one and done” training. When organizations commit to long-term leadership development, the impact is exponential. You create a shared foundation, build momentum, and keep growing together.

Whether it’s a one-time retreat or a multi-year journey like this one, our team at Horizon Point is ready to partner with you. We bring structure, strategy, and storytelling to the leadership space—making it practical, personal, and rooted in purpose.

Let’s build something together!

May 6, 2025
Navigating Mediation for Workplace Conflict
In law school I had to take two semesters of mediation and negotiation. Having been through a couple mediations myself, I found the courses very interesting and learned a lot about what I did right and what I did wrong in my own mediations. Mediation for workplace conflict gives two parties the opportunity to compromise and come to a win-win solution and oftentimes the outcome is much more favorable to both parties than a court ruling would be. But mediation also has its drawbacks. Let’s take a look at the pros and cons of mediating employment disputes.

The Benefits of Mediation for Workplace Conflict

Cost-Effective: According to recent data, the average cost to defend an employment dispute in court can be up to $200,000. The average cost to mediate a claim is up to $10,000. In addition, mediation usually results in substantially less in potential settlement payout, seeking to substitute financial payout with alternative options.

Faster Resolution: Taking a case through the courts can be a very lengthy process, with many courts booking hearings months out. Often it involves requesting discovery information from the opposing party, deposing witnesses, and preparing for a trial. All of which can take a great deal of time and result in substantial attorney fees. Mediation can often be scheduled within a couple months of the initial dispute notification and many issues can be resolved in one or two days, with a final decision being finalized within a few days of the mediation.

Confidentiality: Unlike court cases, mediation is private, ensuring that sensitive information or disputes don’t become public knowledge, which can help maintain professional reputations. The relationship with a mediator is very similar to that of an attorney, meaning that you can speak to them confidentially and determine what information they can share with the opposing party. In addition, if an agreement can’t be reached and the case ends up in court, the mediator cannot tell the judge what was discussed or agreed upon during the mediation session.

Preserved Relationships: Court cases can get very contentious, and often times both parties are left with hard feelings. Mediation fosters communication and understanding between parties, helping preserve or even improve working relationships. This is especially valuable when ongoing collaboration is necessary.

Empowerment and Control: Mediation is about compromise. Both parties have a say in the outcome and can negotiate what that outcome looks like. If a case goes to arbitration or court, you are at the mercy of the arbitrator or judge to make a decision and that decision is binding.

Higher Compliance: Because both parties have participated in creating the agreement, they are more likely to comply with the resolution, resulting in a more durable and lasting settlement.

Flexibility: Mediation allows for creative, non-monetary solutions that might not be available in a formal legal process, such as changes to workplace policies, training, or adjustments to job roles.

Encourages Open Communication: Mediation promotes dialogue, helping both parties express their needs, concerns, and expectations, leading to better understanding and more effective solutions.

Preserves Company Culture: Mediation can prevent disputes from escalating to a level that could damage the workplace environment, helping maintain a positive culture within the organization.

By addressing conflicts early and collaboratively, mediation provides an effective, mutually beneficial approach to resolving employment disputes.

The Downside of Mediation

Lack of Binding Authority: Mediation agreements are generally not legally binding unless both parties agree to make them so. This means one party could potentially disregard the agreement, leaving the other party with no formal recourse unless they go through additional legal steps. If a court requires mediation, the agreement will be sent to the judge to approve, making it legally binding.

Power Imbalances: Mediation between an employer and employee can create a power imbalance. The employer often times has more resources available to them to prepare and execute mediation than an employee does. The employer also has more power over the situation and can attempt to get the employee to agree to less favorable outcomes.

Voluntary Participation: Mediation requires both parties to be willing to participate in good faith. If one party is not genuinely committed to resolving the issue or is just going through the motions, the process may fail, and the dispute could escalate further.

No Guaranteed Resolution: While mediation can facilitate communication, there’s no guarantee that the dispute will be resolved. If the parties cannot come to an agreement, they may still need to resort to litigation or arbitration.

Pressure to Settle: Mediators may encourage a settlement to avoid prolonged conflict, which could pressure one party into agreeing to terms they don’t feel comfortable with, leading to dissatisfaction with the resolution.

Limited Expertise: While mediators are trained to handle disputes, they may not always have the same level of expertise in legal or technical issues as a lawyer or arbitrator would. In some cases, this could lead to an inadequate resolution or overlook important legal nuances.

While mediation for workplace conflict can be effective and efficient, it is not without its limitations and risks. It’s important to carefully consider the nature of the dispute and the dynamics between the parties before opting for mediation.

If you’re facing an employment dispute, consider whether mediation might be the right path for you. It’s a cost-effective, faster, and often less adversarial way to resolve conflicts while preserving important professional relationships. However, it’s essential to look at each situation independently and determine the benefits and limitations mediation would have in each case.
April 22, 2025
5 Tips for New Managers
If you’ve recently stepped into a management role, first of all—congratulations! It’s a big milestone and a meaningful vote of confidence in your leadership potential. But let’s be honest: transitioning into management can feel overwhelming. You’re learning to lead others while still trying to find your own footing.

At Horizon Point, we’ve worked with many new (and seasoned) managers over the past few years, and we’ve also navigated our own leadership growth journey. We’ve learned that success in management doesn’t come from having all the answers—it comes from building strong relationships, being self-aware, and leaning into continuous learning. So, here are 5 tips for new managers, based on our experience with best practices and research.

5 Tips for New Managers

1. Know the difference between leading and managing

At Horizon Point, we talk a lot about the distinction between leading and managing. Both are important, but they serve different purposes. In Are You Leading or Just Managing?, we explore this tension and how we balance it.

Managing is about organizing tasks, meeting deadlines, and maintaining systems. Leading is about casting vision, guiding people through change, and inspiring others to grow. New managers often default to managing—because it feels more concrete—but leadership is where you build real influence.

This idea ties closely to the concept of adaptive leadership from Harvard’s Kennedy School, which encourages leaders to mobilize people to tackle tough challenges and thrive in changing environments. If you’re managing tasks but not yet inspiring people, that’s a great place for us to help you start growing.

2. Make empathy your default

We can’t say this enough: empathy matters. Not just in big, emotional moments, but in everyday interactions. When we lead with empathy, we create the kind of trust and safety that allows people to do their best work.

In Caring About Someone You Can’t See, we shared our thoughts on leading with empathy even in remote or hybrid settings. The lesson holds true no matter where your team works: people want to feel seen, heard, and supported. In these 5 tips for new managers, empathy is probably the single most important.

Research backs this up. A study from the National Institutes of Health found that empathy in the workplace improves communication, boosts job satisfaction, and strengthens team dynamics. So, slow down. Ask questions. Really listen. Your team will notice.

3. Build a solid foundation of leadership basics

You don’t need to reinvent the wheel—just make sure you’ve got the fundamentals in place. In our Basics of Leadership Course, we walk through the core building blocks: empowerment, delegation, and personal leadership.

Empowerment means giving people ownership and trust. Delegation means assigning work that stretches their skills (not just clearing your to-do list). Personal leadership means modeling the behavior you expect from others.

The Center for Creative Leadership has a great model for the “Fundamental 4”, specifically including self-awareness. If you can get that part right, you’re already ahead of the curve.
4. Don’t skip your one-on-ones

One of the most effective tools in a manager’s toolkit is the regular one-on-one meeting. And yet, it’s one of the easiest things to let slide when you’re busy.

At Horizon Point, we’re big believers in meaningful conversations. Our talent development work often centers around communication, and one-on-ones are a powerful way for us to stay connected with our team.

These meetings aren’t just for status updates—they’re for listening, coaching, and relationship-building. Try asking:

“What’s going well right now?”

“What’s one thing we can do to support you?”

“Is anything getting in your way?”

According to Gallup research, employees who have regular check-ins with their managers are more engaged, more productive, and more likely to stay. It’s a small time investment with a big return.

Try me!

Need help getting started?

Try the One-on-One card deck from Unstuck Box! We wrote about this resource and others from Unstuck Box in a recent blog.
5. Use storytelling to lead through change

This might sound unexpected, but one of the best ways for us to lead is through stories. In The Crossover of Adaptive Leadership and Storytelling, we talk about how storytelling helps teams navigate change, connect to purpose, and make meaning out of uncertainty.

When we’re coaching on tips for new managers, we often encourage them to share their own leadership stories. What challenges have shaped you? What lessons have you learned the hard way? Those moments can become powerful teaching tools for your team.

The Greater Good Science Center at UC Berkeley backs this up—storytelling activates empathy and helps people retain information. So don’t be afraid to tell your story.

Bonus tip for new managers

If you’re a new manager, give yourself grace. This is a season of growth and learning—and you don’t have to do it alone. At Horizon Point, we believe leadership is about relationships, and that starts with us showing up for our team (and ourselves) with curiosity, humility, and heart. Practice these 5 tips for new managers, and see what works for you and what doesn’t. There is no one-size-fits-all in leadership.

If you’re looking for more resources or would like to talk about training and development for new managers, reach out. We’d love to support you on your journey.
April 1, 2025
3 Strategies to Strengthen Professional Relationships in 2025

Building and maintaining professional relationships is essential for success in today’s dynamic work environment. Whether you’re leading a team, collaborating with colleagues, or expanding your network, strong professional relationships are the key to achieving your goals and innovating the workplace (which you know we love!).

Here are three powerful strategies to strengthen your professional relationships this year:

1. Prioritize open and authentic communication

Every great relationship starts with clear, consistent communication. But in today’s fast-paced, tech-driven world, connecting authentically can be a challenge. It’s not just about talking; it’s about actively listening, encouraging dialogue, and building trust.

Schedule regular check-ins—whether face-to-face or virtual—and create space for open conversations. Acknowledge challenges, celebrate wins, and actively listen to others’ perspectives. This builds the foundation for strong professional relationships that can withstand the test of time.

? Pro Tip: Ask questions like, “What’s a recent success you’re proud of?” or “How can I support your work better?”

? Related Reading: Open the Door to Communication, Encouragement, and Relationships

2. Engage in intentional “relationshipping”

What’s relationshipping? It’s a deliberate approach to building meaningful connections. Unlike traditional networking, relationshipping focuses on fostering long-term trust and collaboration rather than short-term gains.

In 2025, strengthen your professional relationships by being proactive. Share resources that align with someone’s interests, recognize their efforts, or invite them to collaborate on meaningful projects. Small, thoughtful actions make a big difference in creating lasting connections.

? Pro Tip: Use tools like a CRM or your calendar to track key dates (birthdays, work anniversaries) and check in regularly with your top connections.

? Related Reading: What’s Relationshipping and How Do I Do It?

3. Invest in people with time and resources

One of the best ways to strengthen professional relationships is by showing you value others. This doesn’t always mean financial investment—it could mean mentoring, offering support, or advocating for their development.

In 2025, strengthen your professional relationships by being proactive. Share resources that align with someone’s interests, recognize their efforts, or invite them to collaborate on meaningful projects. Small, thoughtful actions make a big difference in creating lasting connections.

? Pro Tip: Organize “knowledge-sharing” sessions where team members can learn from each other. This fosters collaboration and strengthens relationships across the board.

? Related Reading: Investing in People Makes Cents

Wrapping it up

Strong professional relationships don’t just happen—they require effort and intentionality. By prioritizing communication, engaging in purposeful relationship-building, and investing in others, you can create a network of trust and collaboration.

What steps will you take this year to strengthen your professional relationships?

January 14, 2025
4 Ways to Get Unstuck with Professional Development

We all experience moments of feeling stuck. Maybe it’s a lack of clarity on next steps, difficulty overcoming a challenge, or simply feeling uninspired; whatever the reason, it can be hard to push through and continue growing. However, professional development doesn’t have to feel like a solo struggle. There are tools and methods available to help get you unstuck and moving forward. Below are four resources we use at HPC to help teams and individuals break through barriers and develop professionally.

1. One-on-Ones

The power of one-on-one meetings cannot be overstated when it comes to personal and professional development. At HPC, we know firsthand how effective these conversations can be when structured thoughtfully. Our one-on-ones with our leader provide space for focused dialogue, allowing us to reflect on our goals, challenges, and progress. What makes them especially impactful is that they create an opportunity for Mary Ila to give us real-time feedback and guidance, which is crucial for our growth.

We also help clients implement effective one-on-ones, and to help them get used to the purpose and process, we’ve started incorporating resources from the One-on-Ones Box by The Unstuck Box (see more about them next!). This toolkit provides a structured way to ensure these conversations go beyond surface-level check-ins.

With guided prompts and thought-provoking questions, this resource helps managers and team members dig deeper into their challenges and aspirations. It’s all about driving meaningful development in a way that feels both supportive and actionable. The tools allow for conversation around everything from performance feedback to goal setting, which keeps the sessions focused and results-driven.

2. The Unstuck Box

You heard me right with the One-on-Ones Box – the company who makes these is literally called The Unstuck Box. As the name suggests, this tool is designed to help individuals and teams overcome roadblocks that prevent progress. Professional development can sometimes feel like a series of unsolvable puzzles. The Unstuck Box provides practical methods to approach these challenges with fresh perspective.

In a recent training session for a non-profit leadership group, Taylor used the Performance Improvement Box, using the cards to prompt creative problem-solving and help the team explore new ways to handle tricky issues. It’s been a game-changer for our training sessions, helping leaders feel empowered to tackle problems that may have previously felt overwhelming.

3. FranklinCovey Cards

When it comes to unlocking potential, sometimes the right question or challenge can spark an “aha” moment. That’s where FranklinCovey comes into play. I attended the ATD International Conference & Expo this year, and FranklinCovey had Elevate Performance Cards exclusively for ATD attendees. I snagged a box, Taylor used them during a leadership development session for a client, and the results were impressive. Participants were asked to respond to real-world scenarios, and the exercise opened up deep conversations about performance, communication, and strategy.

The Elevate Performance cards are designed to promote reflection and encourage team collaboration. By reviewing a challenge together, participants explore different perspectives and brainstorm a range of solutions. This not only encourages critical thinking but also helps teams work more cohesively. These cards will now be a staple in HPC training, offering a simple yet powerful tool for driving group development and performance improvement.

4. SparkPath Challenge Cards

Career exploration can be a daunting process, especially for younger individuals who may not yet have a clear vision of their professional path. To support students in exploring their potential career options, we use SparkPath Challenge Cards at HPC. These cards are specifically designed to help middle and high school students think beyond traditional job roles and focus instead on real-world challenges they’re passionate about solving.

By introducing students to the idea that their career can be shaped around the problems they want to address, the SparkPath cards open up a world of possibilities. We’ve found that this method inspires creativity and critical thinking, encouraging students to take ownership of their professional development at an early age. It’s a fantastic way to help young people get unstuck when they’re unsure about their future.

Each of these resources offers a unique approach to professional development, but they all share one common goal: helping individuals and teams overcome obstacles to growth. Sometimes we simply find ourselves stuck, as Mary Ila talked about last week. Her advice to a colleague (and to herself) was this: Start with one thing. What is one thing you want to grow in? Not ten things, not three things, one thing.

Whether you’re working one-on-one, in a group, or guiding young students, these tools provide practical ways to get unstuck, one thing at a time.

October 1, 2024