Horizon Point Consulting

Category: Beyond Leadership

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 into people leadership (or if you’re looking for articles to send someone else…).

  • Conflict, Conflict Everywhere: How to Resolve Conflict at Work

    Conflict, Conflict Everywhere: How to Resolve Conflict at Work

    “You would have thought he would have at least stopped and asked him what was going on. He has never once behaved like that at work. Don’t you think his boss should have asked if he was okay or something?”

    My friend said this to me while explaining that her brother was suspended from work without pay for lashing out at a colleague. The altercation was verbal not physical and occurred because the colleague had undermined her brother’s authority. Neither of them were able to resolve conflict at work in this heated moment.

    “I know he shouldn’t have done it, but doesn’t context matter?” she implored.

    Turns out the context (background) was not only the undermining of authority but also the fact that my friend and her brother had just lost their mother AND his little girl was in the hospital.  Truth be told, he probably shouldn’t have been at work to begin with, given the stress he was under. But my friend says their work culture is one in which they all pretend work and “life” exist in two completely different compartments, and YOU better be dead or in the hospital to not make it to work.

    As we launch our series on how to resolve conflict at work, I can’t help but think about this story my friend shared with me. If you are a leader in an organization, you can take your first cue from this story and realize that if you don’t know the stress that others may be under (inside or outside of work) and actively work to help them manage it, you may not be the best leader.

    To resolve conflict at work, we suggest using the SBAR Model to lead your way through it. Originally developed by the US Marines, we find this approach is best explained by our friend and Reality Based Leadership expert, Cy Wakeman. 

    Here is her overview of SBAR from her LinkedIn Article:

    S = Situation. I need the person to identify, in one true, drama-free sentence, what the issue is.

    B = Background. This is 2-3 sentences of only the facts and history that applies to what we’re trying to (re)solve. 

    A = Analysis or Assessment. This is the “Why does the issue matter?” section. It should also include fact-checking so you know what’s real and what’s a story.

    R = Recommendations (yes, that’s plural). If you come to me with just what needs to be done, that’s your opinion, your request, your demand. Come to me with ideas of all the things you could do and I’ll know you’re being mentally flexible and thinking your way through the problem. It shows you’ve got resilience.

    If you noticed, Cy’s approach is to get the person you are dealing with to walk through these questions, not you as the leader.  This is an empowerment based approach.

    What might have happened if the supervisor of my friend’s brother did this with him after the conflict took place?  Would the brother have been psychologically safe enough (from a glimpse into the work culture sister described, probably not…) to tell him the B- background of his current situation?  Would he have R-recommended suspension for himself? Without pay?

    I of course don’t know the answers to this, and I of course don’t know if sister got the whole truth and nothing but the truth from brother, but when it is all said and done, when conflict takes place at work an empowerment based model like SBAR can help keep the conflict from escalating and can help us build stronger teams.

    What is your approach to dealing with conflict at work? 

    Take a look at Cy Wakeman’s Ego Bypass Toolkit here or click the teaser image below. 

    reality based leadership SBAR
  • March 2025 Leadership Development Carnival

    March 2025 Leadership Development Carnival

    Welcome to the March 2025 Leadership Development Carnival! Horizon Point is excited to host the carnival this month, featuring  posts from leadership experts from around the globe on the topics of communication, development, engagement, motivation, productivity, team building, and more. 

    The Framework for Organizational Excellence by John Spence

    Excellence isn’t accidental—it’s built with purpose. My new Organizational Excellence Framework brings together the key elements of success: purpose, culture, strategy, innovation, and simplicity. Read to see how it all comes together.

    How To Build a Better Relationship with Your Difficult (Icy) Boss by Karin Hurt 

    You know the type: the difficult boss barely acknowledges you, keeps conversations strictly transactional, and never lets you see their human side. Frustrating right? Here’s what to do next.

    Setting Clear Expectations for You Team by Bernd Geropp 

    When was the last time you sat down and explicitly communicated your priorities to your team? If you are thinking “They should know”, think twice. Setting clear expectations is often underestimated.

    No is a complete sentence. by Lisa Kohn 

    Lisa Kohn of Thoughtful Leaders™ Blog presents “No is a complete sentence” where she shares that although we learned to say “no” at a very young age, we need to learn to say it again. Not always, not every time, not to everyone – but to use it in a way that builds our leadership, our Thoughtfulness, and our success.

    How to Communicate a Merger and Acquisition to Employees in 9 Steps by David Grossman 

    2025 is shaping up to be the year of strategic, purpose-driven transactions according to a report from PwC. Effective communication during M&As is essential to keep your employees engaged, informed, and focused despite the changes underway. Use this roadmap to help you strategically develop your plan.

    Setting Limits: Moving Away From Dancing Around Solutions by Brenda Yoho 

    The reality is, habits—good or bad—are reinforced by what we allow rather than what we say. If we want a workplace where respect, responsibility, and accountability thrive, we must move away from avoiding difficult conversations and start addressing issues head-on.

    Why Didn’t You Tell Me? by Frank Sonnenberg 

    If you keep your thoughts to yourself, they’re worthless. Here are 23 ways to recognize excellence, express your thanks, and demonstrate that you care.

    Coaching vs Mentoring: Do you need both? by Dana Theus 

    There are many ways to get stuck in your career. When you hit a wall, it’s time to ask for help. But where should you turn? Should you consider coaching vs mentoring? What kinds of coaches and mentors would be a good fit? What other kinds of support might you find to help you out? While coaches and mentors will both offer the most direct advice and support, depending on how and why you’re stuck, you’ll find support and good ideas from a variety of other people. Use them all!

    Are You Leading or Just Managing? Let’s Find Out by Mary Ila Ward 

    The terms manager and leader often get used interchangeably, but should they? “Leading versus managing” is a common search phrase. At HPC, we don’t really think it’s a “versus” situation. You can be a good manager without being a great leader, but you can’t be a great leader without strong management skills.

    Love ‘Em, Grow ‘Em, Keep ‘Em by Bev Kaye 

    AI isn’t just on the horizon—it’s already in our workflows, reshaping industries, and sparking new conversations (and concerns) about the future of work. Here’s the truth: AI isn’t just a technology challenge—it’s a people challenge. And if you want to keep your best people as AI transforms work, you need to double down on what makes leadership human.

    Overwhelmed by Employee Development? Try ‘Microdosing’ by Julie Winkle Giulioni  

    Feeling overwhelmed by the responsibility of developing your employees? The good news is, career growth doesn’t have to come in big, time-consuming doses. Just like in medicine, ‘microdosing’ small, intentional career conversations into daily interactions can lead to meaningful growth—without adding to your workload.

    The need for moral leadership by S. Chris Edmonds  

    Moral leadership is grounded in four pillars: Let Purpose Lead, Inspire and Elevate Others, Be Animated by Values and Virtues and Build Moral Muscle. Moral leaders foster higher standards of conduct by inspiring meaningful work grounded in shared values.

    Navigating Uncertainty by Ann Van Eron  

    The winds of change are blowing fiercely in every corner of our world. Everywhere I go, people are talking about the rapid transformations and the looming uncertainty. We, as a community, are experiencing this together. How do we be resilient and navigate the uncertainty?

    How to Better Handle Embarrassing Moments by Marcia Reynolds  

    Trying to never have embarrassing moments at work can stunt your growth. Learn how to rise above, even use embarrassment, to build confidence and enjoy life more.

    The Impact of Change by Priscilla Archangel  

    Leaders must ask all stakeholders to engage with them on a journey where they balance the need to operate differently, while building new and stable networks and processes. Leaders must generate trust along the way.

    Fear of the Unknown by Bill Treasurer 

    Drawing wisdom from Plato’s Republic, this post explores how humans naturally fear what they do not know. By intentionally increasing our exposure to unfamiliar situations or people, we can transform fear into familiarity and move confidently into the unknown.

    “Can we all just get along?” Rodney King – Tips for Combatting the Political Divide in the Workplace by Diana Peterson-More  

    The data are in: 91% of employees have witnessed or experienced political clashes at work; 51% actively avoid colleagues with different political views, while 93% believe leadership’s political bias influences workplace policies and promotions. WOW. It’s time for leaders to turn this around. This post offers proven tips on how to lower the heat, how to facilitate their teams to the win-win, and to ensure productivity does not fall victim to fear and divisiveness.

    The futures after capitalism by Marcella Bremer  

    We can’t create the future we want if we can’t imagine what that would look like. Andy Hines’s book Imagining After Capitalism provides great scenarios – food for thought for organizations, too. Let’s re-kindle our imagination and agency to shape the futures that we want! Recommended reading for all organizations

    3 Priorities of Servant Leaders by Randy Conley  

    Servant leadership is often misunderstood as simply being nice or avoiding micromanagement, but it’s much more than that. In this article, Randy Conley shares 3 priorities that distinguish servant leaders from the crowd.

    Kaizen and Continuous Improvement: A CFO’s Perspective on Lean Efficiency by Jon Verbeck  

    I’m always looking for ways to boost efficiency and streamline processes. Mark DeLuzio frequently talks about Kaizen, the practice of continuous improvement, and how essential it is to examine and refine our processes regularly. Given my deep family ties to Japan, I felt compelled to explore the true meaning and origins of Kaizen.

    Two Unexpected Ways to END Your Next Meeting That Engage and Grow Your Team by Sean Glaze  

    Team meetings can (and SHOULD) be culture-building experiences that inspire action, creativity, and growth. Your team gatherings are a prime opportunity to foster collaboration and engagement, especially if you rethink how they end.

    Playbook for AI-Literate Leaders: How CEOs, CIOs & CPOs Can Stay Ahead! by Naomi Caietti  

    In today’s AI-driven world, CEOs, CIOs, CPOs, and other senior leaders must do more than just embrace AI—they must lead the charge in AI literacy. AI isn’t just an IT initiative; it’s a business transformation tool that impacts everything from talent strategy to competitive advantage.

    Reinventing Leadership for the 21st Century: Why and How Leaders Must Evolve to Thrive in Chaos by Julia Felton  

    In today’s fast-changing, unpredictable world, the leaders who thrive are not those who rely on past successes, rigid structures, or outdated management playbooks. Instead, the 21st century demands adaptive, forward-thinking, and continuously evolving leadership—a model built on reinvention.

    Thank you to the Lead Change team at Weaving Influence for continuing the LDC tradition!

  • Are You Leading or Just Managing? Let’s Find Out

    Are You Leading or Just Managing? Let’s Find Out

    The terms manager and leader often get used interchangeably, but should they? “Leading versus managing” is a common search phrase. At HPC, we don’t really think it’s a “versus” situation. You can be a good manager without being a great leader, but you can’t be a great leader without strong management skills. So, what’s distinct about them, and why does it matter? Let’s break it down. 

    You Manage Time and Tasks

    Management primarily involves managing things that largely impact people, but it does not seek to influence people like leadership does. 

    It’s hard to lead others well if you can manage your tasks and your time and help others do the same.  

    Here are two resources for growing in managing your tasks and time so you can model that well for others: 

    You Lead People

    Leadership at its core is simply influencing others to achieve desired and mutually beneficial outcomes. To do this, you have to manage your time and tasks well and help others do the same, but you also have to: 

    • Create and share a vision. Where you are wanting to influence people to go, and how?
    • Provide individual influence to achieve the desired outcomes.

    Focus on what you can control by modeling the behaviors you want to see.

    Deploy strategies to meet people where they are to provide positive influence. Some models/books we like related to this are:

    Be sure to check out our coaching moment videos that are coming out over the next few weeks to gain practical tips and tools on how you can manage and lead effectively.

  • You’re Killin’ Me Smalls! 4 Powerful Leadership Lessons from The Sandlot

    You’re Killin’ Me Smalls! 4 Powerful Leadership Lessons from The Sandlot

    My boys love baseball. I tolerate it.

    Our little one started t-ball last year and has become obsessed, so naturally The Sandlot is now his favorite movie.  He watches it on repeat now.  Again, I tolerate it being on pretty much 24/7 at our house. 

    But the other day it was playing in the background, and I sat down for a second to watch.  “This Benny kid”, I thought, “this kid is a real leader”.  Then I proceeded to watch the entire rest of the movie tuned in to this realization: there are powerful leadership lessons from The Sandlot. 

    As I watched, Benny does four things and in a natural progression to help Scotty, aka “Smalls” be a part of the team and get better at baseball.  Here are the steps I learned:

    1. Include First.  Benny notices Smalls as the new kid in town and invites him to play.  He needs one more person to round out the team (inclusion doesn’t have to be all altruistic) and invites him to play. He gives him a better hat and better glove to help him acclimate easier into the team and advocates for him so the other (skeptical) kids will include him.  But if Benny is including him, the others will follow. People have to feel safe and included before you can help them grow in confidence and skills. 
    1. Nourish Confidence.  Poor Smalls hardly knows a baseball from the sun, much less how to throw and catch. Benny puts him in the outfit and realizes this rather quickly.  Instead of thinking the kid is a lost cause, he knows he needs to give him a win so he will stick it out and the other kids will accept him.   

    In my favorite scene, he jogs out of the outfield after Smalls has made a fool of himself and tells him to just hold his glove up in the air and he will do the rest. He jogs back to home plate with bat and ball in hand and shouts, “Smalls, throw it to second!”  Benny spits on the ball and launches it into the outfit towards Smalls as Smalls chants “Please catch it, please catch it!” eyes closed and glove up.  And Benny’s hit strikes square in the center of Smalls’ glove.   

    The other kids say, alright, this kid is okay and they go on playing. Smalls moves forward a little more confident because of Benny’s hitting and leadership skills, so that now he can build his own skills. 

    1. Build Skills.  Just like my boys, Benny LOVES baseball. It is his life. So, naturally they all play a lot, a whole lot, all summer long.  This practice helps them all grow in their skills, and as they all improve individually they improve together, Smalls included.  You’ve got to build people’s confidence enough for people to be willing to put in the work/practice to be able to build skills. 
    1. Mobilize and have your people’s back when things get tough. Like any good movie, a major problem erupts about three quarters of the way in. The kids need a baseball, so Smalls goes and takes a ball out of his stepdad’s office. Little does he realize that it is signed by the best baseball player of all time because he doesn’t know who Babe Ruth is.  Smalls crushes his first home run with that ball, over the fence and into the yard of “The Beast” the monster and legend of a dog all the boys are terrified of. Naturally, Smalls panics, and when the other kids realize who signed that ball, they all panic together. How are they going to get it back? They have to. 

    Benny gets them all together, tells them to calm down, or shows them to calm down because he is calm, and gives out direct instructions on how they are going to handle this offering the next right thing.  He doesn’t jump off the deep end with panic and what ifs, he just works the team to do what is needed next.  

    Benny has Smalls’ back to fix the biggest “pickle” he’s ever been in. He mobilizes the team to help fix the mess. 

    These leadership lessons from The Sandlot feel eerily similar to leadership lessons at work. Undoubtedly, leading people is going to erupt in some major problems, whether three quarters in or not.  When it does, good leaders have already taken the time to include and build confidence and skills, so when the going gets tough, they can get the team going to fix the issue with as little infighting and panic as possible.  Which continues to build inclusion, confidence and skills. 

    How do you build inclusion, confidence and skills in your people? Can you take these leadership lessons from The Sandlot and apply them at work?

    At HPC, we are launching coaching moment videos in 2025! Check out the first moment on Nourishing Confidence here! 

  • 3 Strategies to Strengthen Professional Relationships in 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.

    man wearing white top in front of woman wearing blue long sleeved top

    ? 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”

    delighted female friends with laptop and smartphone

    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.

    men women party event

    ? 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?