Horizon Point Consulting

Category: Leadership Development

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step in your own leadership development (or if you’re looking for resources for someone else).

  • Open the Door to Growth, Grit and Yourself

    Open the Door to Growth, Grit and Yourself

    A few weeks back, we introduced our series related to our theme for the year, open the door. As usual, when I have a blog post to write, the universe gives me lots of opportunity to practice. What’s on the menu for this week? Opening the door to growth, grit and yourself.

    Currently, my level of frustration due to lack of “rest” is on an 11 out of a 10 point scale. I feel like I have been around the world and back, and my soul needs a good ole sabbath. My workout this morning took every ounce of effort that I had, and I don’t feel like I have done anything well. Those are all of my personal things, but they spill over into my work. At Horizon Point we are all about work-life balance and this week I have felt anything but balanced. But…you know what? I don’t like that feeling and to know that is to have awareness and that my friends is growth. 

    What does it mean to have a growth mindset for your organization? In Jillian’s blog, Training and Developing Growth Mindset, she says that

    The Neuroleadership Institute (NLI) defines growth mindset as
    …the belief that your skills and abilities can be improved, and that ongoing development is the goal of the work you do. However, creating a growth mindset culture isn’t just about having optimistic employees, but creating a space where employees strive to learn, enjoy being challenged, and feel encouraged to develop new skills.

    I am sure that we are all too familiar with the term that nothing grows in its comfort zone. I have immense respect for a leader who creates space for each of us to stretch the limits on what we “think” we can do. That dreaded phone call we need to make? Mary Ila gives us a little nudge to take that step and when we take a step she is there to guide and encourage us along the path.

    In order to grow, there has to be a level of determination or grit. I was driving past Grit Fitness Alabama the other day and took a look at their website to find this spot on definition of grit.

    Grit-a diligent spirit; the nagging conviction that keeps pressing on when it’d be easier to give up.

    In this article from Harvard Business Review about Organizational Culture/Organizational Grit they share that it isn’t just about having a gritty leader but developing a gritty team. The two traits that are suggested to look for in selecting those individuals are passion and perseverance. As part of Who We Are as a company, Horizon Point places a heavy emphasis on passion. I would say that each team member displays an above average level of grit. For example, Lorrie on our team has faced setback after setback this year with health issues and surgeries, and guess how many times I have heard the woman complain? If you guessed zero, you would be correct in your assumption. Do you know when she was back to work? Later that day. That is my definition of perseverance.

    Would you like to gauge your level of grit? 


    Source: Organizational Culture/Organizational Grit


    Mary Ila also does a wonderful job of helping each of us within the organization lean in to who we are, and she supports us in any action we need to help us better ourselves. Before I started work for Horizon Point, I had already taken a DiSC assessment. The DiSC helps build self-awareness to understand our personal work styles. How do we create space as an organization to open the door for employees to tap into themselves? At Horizon Point, we Grow People and offer trainings to foster an environment of growth, grit and getting to know yourself.

    Want to read more about Growth and Opening the Door? Read here: 

    What is Growth Mindset?
    It is What It Is, or Is It? How to Shift from a Fixed to Growth Mindset
    Effective Delegation: Closed Doors Lead to Open Ones
    Open the Door- Literally
    Open the Door to New Perspectives
    Open the Door to Communication, Encouragement & Relationships

    For the one who stayed home, who stood by, who persevered through the darkness. Blessed are you, the one who is growing right where you are, the one who is still here. Hello to growing into yourself in the middle of your regular week. Hello to the rhythm of your right-now, everyday life, the one you keep showing up for. The one that continues without a spotlight or a toast. The one that hasn’t much changed.

    Source: The Quiet Collection by Emily P Freeman

  • Open the Door. Literally.

    Open the Door. Literally.

    It is 5:34 in the morning, and I am opening my front door to welcome a 17-year-old from Costa Rica.  She’s seen her parents and brother off at the airport to return home, but she is staying. She will be living with us for almost three months.  

    We first met her when she was a sweet seven-year-old who spoke better English than I will ever speak Spanish. Over the course of ten years, we’ve grown to love her family and the prison ministry work they do in Costa Rica. On our trip to Costa Rica last summer to visit, she mentioned she was interested in studying psychology, and I told her she was welcome to come stay with us and see some of our work at HPC before starting college in the Fall.  

    When I share with others our plans to have her live with us, I typically get one of two very different responses.  One: “That’s great!”  or Two:  “Why would you do that?”  The gut response most likely speaks to the person’s level of openness to experience or some other personality trait.  And I appreciate the candidness. 

    And if I’m honest, I feel both of these responses all at once as I literally open the door to my home-This is going to be great! Right along with, What the heck are we doing? All before the sun even comes up. 

    I think she feels the same things too. All at once. 

    And I think such is the way of opening the door to anything worth doing.  Worth learning from.  Opening the door takes effort.  There will be good and bad.  Mistakes and joys.  Excitement and exhaustion. All at once. 

    As we chose “Open the Door” as our 2024 theme at Horizon Point, we were trying to point to just this. The duality of so many things.  Each one of us will spend the next month writing a blog about what this theme means personally.  But I think we all agree opening the door is the way to let light in. And we are all about some light at HPC.  It is who we are and who we strive to be. 

    So today for me, opening the door literally means opening the door.  No metaphor, no hypothetical gesture.  Plan action. 

    And what a pretty morning it was, as the sky opened to light a few minutes after the door was opened. 

    Who or what do you need to open the door to today? 

  • Effective Delegation: Closed Doors Lead to Open Ones

    Effective Delegation: Closed Doors Lead to Open Ones

    As we begin our series on the theme for the year, “Open the Door”, we realized it was important to also consider that in order to open doors, you also need to know how to close them.  The first step in effective delegation is to identify where closing a door for one person or organization is opening one for another. 

    As we sat around a table brainstorming our 2024 theme at our annual company retreat, we realized we were all in somewhat of a state of transition and so were many of our clients.  

    We often work with people, organizations, and communities that are in a place of “what gotcha there, won’t getcha here,” and we help them make the necessary steps to move to the next level of success.  Whether it is coaching a middle manager to make the transition to an executive, working on organizational processes and culture to transition a company from a small one to a larger one, or helping a community understand things like wage rates and labor participation and how that is impacting their workforce landscape, we are often walking alongside people in the middle of a paradigm shift.  And oftentimes we have to remind them, you are going to have to say no to something to say yes to something else.  This is where growth lives.

    And so are we as a business and as individual team members- working to embrace growth by opening some doors and closing others.  Each of us are masters and some things, novices at others, energized by some tasks and drained by others.  Seasons come and seasons go, and as a team we sat at the retreat and realized some specific plans needed to be put in place in order to do so. 

    Delegation has to be intentional for everyone involved in order for it to work successfully, so we embarked on an exercise where we worked to get intentional with our transitions and delegation plans. If you or your organization is in a season of transition, here are steps to think through closing doors and opening others: 

    1. List all of your service offerings up on the wall (literally).  
    2. Have everyone identify the areas they feel fully skilled at doing, the areas where they want to grow, and the areas of work they would like to divest in doing. 
    3. Discuss things you aren’t offering that need to be offered and how you will go defining and executing them. For example, we’ve realized that we have been called upon to do one thing for clients that then turns fully into another.  We are calling this something along the lines of “Talent Development/Workforce Strategy” and we are taking the first half of this year to be able to fully articulate what this means and market it. 
    4. Identify a team leader for each line of business.  This is ideally someone who is both fully skilled at the area and also energized by doing it and teaching it to others or is drained by doing it and wants to offload it but is interested in teaching it to others. 
    5. Give the team leader the full reign to execute the line of business and equip others to get it done.  Identify a timeline for doing so.  Is it going to take three months, a year, etc. to allow enough time for the person(s) to open the door to the task so another person(s) can close the door to it?
    6. Capture the plan in a document or spreadsheet where you will remember who is doing what and can track progress.
    7. Use the document you created to check back in regularly on the transition of the skills from one door open to one door closed. 

    When we did this a​ctivity on our retreat, we identified a lot of opportunities for us all to learn from one another.  We identified ways to energize ourselves around work and transition things where people were fatigued or bored by certain types of work.  This doesn’t mean that we all don’t have to continue to do “laundry” as we call it- stuff no one really wants to do- to keep the business running and our clients happy, but it does mean that we are being intentional about opening doors and closing them, all for the sake of both individual and organizational growth. 

    How do you know when to delegate?  Do you have a process for doing so with intention? What are you looking forward to closing the door on in order to grow? 

  • Let’s Move Away from Cowardly Leadership in 2024

    Let’s Move Away from Cowardly Leadership in 2024

    I can’t think of one person I know that loves conflict. Let’s be honest, it’s uncomfortable. However, conflict is a crucial part of leadership. And there are ways to address conflict that provides growth to everyone involved in the situation.

    Last year, I had more conversations than I can count about cowardly leadership. These were not necessarily with HPC clients, but with people in general – family members, friends, colleagues, etc.

    As I write this post, I want to reflect on leaders I’ve encountered in my career, ones who avoided conflict at all costs. I’ll also offer tips for moving away from cowardly leadership.

    First, check out this article from RonEdmondson about 7 Characteristics of Cowardly Leadership.

    A family member who confides in me about his work environment has a manager who has great potential as a leader. However, he avoids addressing issues/conflicts. For example, one employee is suspected of making choices on the job that results in an unsafe work environment for everyone involved. It has been going on for years. I consulted Lorrie, our legal guru on staff, about the situation. She gave me the best tips to share with my relative. Number one was documentation and two was addressing the issue at hand, i.e., not avoiding conflict. These actions allow the leader to address the situation and make choices that show all employees they care about their well-being above the organization or avoiding conflict.

    The second leader I want to share about is someone I encountered in my work career. As a manager, “Hannah” seemed to have a personal conflict with a direct report. She just did not see eye to eye with the employee. She pushed for an assessment and feedback session in an effort that seemed to blindside the employee. As a result, nothing was resolved. My recommendation was to provide feedback, develop an employee action plan and work through the issues to help the employee thrive (and grow as a leader simultaneously).

    Leadership is hard, but it can be so rewarding as well. Here are some leadership blog posts from The Point Blog that offer great tips to growing your leadership skills:

    Caring About Someone You Can’t See-Empathy in Leadership

    Servant Leadership

    4 Leadership Habits to Schedule

    10 Books Leaders Need to be Reading

    4 Reasons Why Bad Experiences are the Best Lessons in Leadership

    Did you know we offer coaching for executives and managers? Reach out to us today if we can help!

  • Let’s Get Ready to Rumble! (Embrace the Suck)

    Let’s Get Ready to Rumble! (Embrace the Suck)

    Lorrie kicked off our series on Daring Leadership with her post Braving Trust and Vulnerability. Last week, Jillian discussed How to Be Perfect (Or Not) and the effect it has on Armored vs. Daring Leadership.

    This week I have the pleasure of presenting the topic of rumbling with vulnerability. I am going to need you to take a pause, a deep breath and embrace the suck. Wait, did she just say embrace the suck? Why yes, she did. How else can you describe the feeling of being naked in a room full of people while you bare your soul? In my professional as well as personal life, I have had first-hand experience in this department. I have always walked away from the experience as a better human, but at the time it can feel like anything but “better”. Unfortunately, we don’t grow in our comfort zones, so embrace the suck we must. 

    In Brené Brown’s book Dare to Lead she says that you can’t get to courage without rumbling with vulnerability.

    At the heart of daring is a deeply human truth that is rarely acknowledged: Courage and fear are not mutually exclusive. Most of us feel brave and afraid at the exact same time. We feel vulnerable. Sometimes all day long. During those moments, when we’re pulled between our fear and our call to courage, we need shared language, skills, tools, and daily practices that can support us through the rumble.

    To rumble with vulnerability, I will share part of my story (even as my mind gives me a million reasons not to). I am a woman who has entered the world of Human Resources at 39 years old, 17 years after graduating from college. I am 8 years into recovery and I took the road less traveled for many years. There are days when I show up for work and feel like a kindergartner, but nonetheless, I feel the fear and continue to take the action. 

    I am fortunate in the fact that I work with a team of women who know my story and have practiced acceptance and non-judgement from the very beginning. As an organization we show up and share the good, bad and ugly. We get in the ring, and we rumble. Since we don’t operate as a traditional 9-5, there are days when I shoot a text and say “for the sake of being vulnerable, I am having a hard time with _______.”

    Mary Ila leads us in a way that allows to grow together and to get curious about what could be the “why” underneath our behavior. We are encouraged to lean into our weaknesses and get honest about our struggles. This allows us to feel psychologically safe with one another and to know there is no doubt that we will be supported. Our team has monthly meetings and one on ones where we are led to share honestly about what fits and what doesn’t work for us and how we can grow as a team and invididually.

    Is your workplace a safe space that you can be vulnerable and if not, how can your organization embrace the suck and start to rumble? Need some help starting off? Take a look at this Rumble Language from Brené Brown.