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…).

Driving Workforce Excellence in a Changing World
Highlights from Mary Ila Ward’s keynote at the 2025 Southern Automotive Conference

At the 2025 Southern Automotive Conference, our very own Mary Ila Ward took the stage to explore a question that’s top of mind for every business leader today: How do we drive workforce excellence in a world that’s changing faster than ever?

Drawing from more than 20 years of experience in workforce strategy, Mary Ila shared an engaging, thought-provoking keynote that connected history, data, and humanity to the future of work, especially in the automotive and manufacturing sectors that keep the South moving.

Where We’ve Been

Mary Ila began by taking the audience back to 1926, when Henry Ford introduced the 40-hour, five-day workweek—a radical change that reshaped the modern workplace. Nearly a century later, she challenged the crowd to consider whether that model still works in today’s “always-on” digital world.

“We’re living with a 24/7/365 mindset,” she noted, “and it’s taking a toll on our health, relationships, and overall performance.”

From there, she painted a picture of the societal shifts shaping our current reality (all of which she’s talked about before on The Point Blog): the decline of play-based childhood and the rise of phone-based childhood, falling birth rates, fewer working-age males, and shifting immigration patterns. “We simply aren’t replacing ourselves,” she said, in a wake-up call for industries already struggling to find and keep skilled workers.

Where We Are

The current landscape, as Mary Ila described it, demands both individual and organizational adaptability. Excellence starts with small, intentional habits, like these “three small habits” for personal excellence as described on The Mel Robbins Podcast:

Move. Physical activity boosts focus, health, and resilience.

Put the phone down. Disconnection fosters creativity, presence, and balance.

Build relationships. Genuine human connection drives collaboration and engagement.

Each of these habits was paired with a simple challenge, like doing daily push-ups, spending a set time “phoneless,” or writing gratitude notes, to illustrate how small shifts create lasting change.

Modeling Excellence for Others

Beyond personal habits, Mary Ila emphasized the responsibility leaders have to model excellence for their teams. That starts with living in alignment with one’s values and setting clear boundaries between work and personal life.

“Don’t make people work outside of work hours, and don’t do it yourself,” she urged.

She also encouraged leaders to have regular one-on-one meetings with their direct reports and to focus less on solving problems and more on developing people. Recommending our friends at Mind Your Culture and the Integrity Coaching® framework, she outlined a leadership approach built on recognition, trust, and accountability. “We develop excellence by helping others find their own,” she said.

Where We’re Going

Looking ahead, Mary Ila challenged organizations to expand the labor pool and rethink traditional work models. Solutions she highlighted included:

Considering the “Success Sequence” as one path to help more men enter and stay in the workforce.

Improving childcare availability, affordability, and access.

Supporting immigration reform that bolsters the labor force.

Investing in second chance programs (like Onin Flex) to reengage people returning to work.

Rethinking shift structures and flexible work arrangements to meet modern expectations.

“Our workplaces need a paradigm shift,” she said. “Just like Henry Ford changed the model 100 years ago, it’s time for us to do the same.”

Moving Forward

Mary Ila closed her keynote with an invitation to lead differently, by starting small, focusing on people, and building communities of excellence across departments, organizations, and industries.

The message resonated with attendees who left inspired to take practical steps toward stronger, healthier, more human-centered workplaces.

Because as Mary Ila reminded the audience, “Driving workforce excellence starts with driving personal excellence—together.”
October 14, 2025
Make It Fun: Choosing AND at Work
Mary Ila spoke at the 2025 DisruptHR Huntsville event in August, all about how to make work fun and productive. Here’s a recap on what her five minute talk emphasized!

Work and play. Too often, we treat them as opposites—like you can only have one at the expense of the other. But what if the real secret to stronger results, happier teams, and better workplaces is choosing AND?

At Horizon Point, we believe the most impactful organizations are the ones that put people first. And putting people first means recognizing that work and play don’t have to be at odds. In fact, blending the two is where innovation and connection thrive.

The Power of AND

For decades, we’ve separated the serious from the playful. Work is about productivity, deadlines, and outcomes. Play is what happens after hours. But that split ignores a core truth: people bring their best selves to work when they feel safe, connected, and able to enjoy what they do.

By embracing AND, we unlock a workplace culture where high performance and genuine joy coexist.

The Elements of Work AND Play

When we think about combining work and play, three core elements rise to the top:

1. Fun

Fun doesn’t mean frivolous. It means creating moments of levity and joy that break up the intensity of daily tasks. Laughter, shared activities, or simply celebrating wins together makes teams more resilient and energized.

2. Connection

Play builds bridges. When teams connect on a human level—beyond job titles and roles—they develop trust that strengthens collaboration and communication.

3. Inclusivity

Play levels the playing field. When everyone is invited in, regardless of position or personality, workplaces become more open, creative, and equitable.

Psychological Safety: The Foundation

Of course, fun, connection, and inclusivity can’t thrive without psychological safety.

Psychological safety is the shared belief that the team is safe for interpersonal risk-taking. When employees know they can speak up, make mistakes, and be themselves without fear of judgment, they feel respected and valued. Research shows it’s one of the most important factors in effective teams.

Your Turn

So, how do you choose AND at work?

Find small ways to infuse fun into your team’s routine.

Be intentional about building meaningful connections.

Make sure everyone feels included, seen, and valued.

Create a culture where psychological safety is the norm, not the exception.

Work and play. Productivity and joy. Results and people first. When we stop choosing one over the other, that’s when workplaces truly thrive.
September 3, 2025
Can You Guess Our DiSC Styles?
Every team has its own rhythm. Ours comes from a mix of personalities, and the DiSC model helps explain how each of us shows up. See our DiSC styles in action when we tasked ourselves with making a team video:

Click here if the video does not automatically load above.

Transcript

Taylor: So, I looked at the questions about a week ago and then I looked at them again yesterday. Um, and I really just gathered my thoughts about what I wanted to say for my answers, but I didn’t really prepare with a script.

Mary Ila: I did not prepare for this video.

Lorrie: I honestly looked at the questions this morning, um, and just gave them a little bit of thought and that was it.

Jillian: I have not prepared for this at all until right now.

Mary Ila: My DiSC style is an ID or a DI, depending on the environment you put me in.

Jillian: My DiSC Style is I.

Taylor: My DiSC style is an S.

Lorrie: My DiSC style is a C.

Mary Ila: It means that I like task and people. So, I can get really in my people box and really enjoy interacting with others. Um, and it also means that I can be very focused on results and goals.

Jillian: I like things that are fast-paced. I like to get stuff done, but I also really like working with people. So I really value collaboration and a team environment.

Taylor: I am supportive. I’m steady, um, empathetic, calm, collaborative.

Lorrie: Very analytical, which anyone who knows me knows that that is very true of me. I am very data-driven. Um, I am very good at doing research and problem solving and looking at problems from different angles.

Mary Ila: There’s not really a slow, cautious bone in my body.

Why DiSC Matters (and How We’ve Written About It)

At Horizon Point, personality frameworks aren’t just academic. They shape how we work with clients and with each other.

In our post Understanding Behavior Styles Can Turn Conflict into Growth, we reflect on the Supportive–Conscientious style and write:

“Understanding personality styles—not just our own, but others’ too—can dramatically shift how we handle disagreements in the workplace.”

That resonates with what you just read in the transcript. Our communication rhythms are different, and knowing each style helps us navigate tension with trust and clarity.

We’ve also drawn parallels through creative analogies (shoutout to Mary Ila). In 4 Lessons in Personality from Hamilton, Mary Ila used character dynamics to bring behavior styles to life, making DiSC both memorable and meaningful.

Team Dynamics at Work

Here’s how our styles show up:
- Mary Ila – D (Dominant) drives forward action and decisiveness.
- Jillian – i (Influential) brings energy and connection.
- Taylor – S (Steady) offers calm, supportive consistency.
- Lorrie – C (Conscientious) brings structure, accuracy, and quality.
This mix helps our team fill gaps. The D drive is balanced by C precision. The i warmth is balanced by S thoughtfulness. It’s a real-life example of how difference makes a team stronger.

Self-Awareness Makes Work Better

DiSC isn’t about labeling people. It’s about understanding ourselves and our colleagues so we can communicate clearly, work effectively, and support each other.

When we know where we lean and how others lean, it turns conflict into growth and collaboration into something richer.

Want to Bring DiSC to Your Team?

No matter your organization’s size, DiSC can build better communication, more intentional decision-making, and healthier conflict. Curious how we bring this to life through leadership training, team building, or coaching? Visit our Create Leaders page to see how we embed DiSC into positive change.

Thanks for reading The Point Blog. If you’d like more stories, insights, or team spotlights—especially related to DiSC—we’d love to share more.
August 27, 2025
What the Dentist’s Chair Can Teach Us About Leadership
When have you seen psychological safety in action? A few weeks ago, my youngest son, who is fifteen, had a dentist appointment. Unlike me, my kids have always enjoyed going to the dentist—or at least not dreaded it. I was always thankful, especially when they were little, that trips to the dentist didn’t end in a meltdown. And I give a lot of credit to the pediatric dentist and her staff for that.

They had a way of making kids feel completely at ease. What helped my son feel comfortable—even in a situation where many kids (and adults!) feel anxious—was something we talk about often in leadership: psychological safety.

The dental team welcomed questions. They showed the kids the tools, explained what they were going to do, and used language they could understand. The unknown wasn’t scary—because it wasn’t unknown anymore. Step by step, they built trust by creating an environment where curiosity was encouraged and no question was too small.

That approach didn’t just reduce fear—it actually made him want to be there. Psychological safety in action.

What ‘Psychological Safety in Action’ Means for Leaders

The same principles apply at work. If we want people to show up fully, stay engaged, and take ownership, we have to create spaces where they feel safe to ask questions, express concerns, and understand the “why” behind what we’re doing.

Motivation isn’t about pizza parties or quick perks. It’s about creating a culture where people feel energized, committed, and able to perform at their best—a culture grounded in trust and growth.

Why Psychological Safety Matters

At Horizon Point, we talk a lot about psychological safety—the belief that it’s okay to speak up, ask questions, and offer ideas without fear of negative repercussions. In fact, Google’s Project Aristotle found that psychological safety is the most important factor in high-performing teams. When it’s present, employees are more likely to contribute, take initiative, and stay engaged.

Safety Isn’t Soft—It’s Strong

But psychological safety alone isn’t enough. Part of a psychologically safe environment is the ability to manage conflict successfully. Too often, leaders avoid conflict to “keep the peace.” But as Amy Edmondson—one of the top authorities on psychological safety—says:

“Psychological safety is not about being nice. It’s about giving candid feedback, openly admitting mistakes, and learning from each other.”

Kim Scott, in her book Radical Candor, builds on this idea: leaders must care personally and challenge directly. Avoiding conflict isn’t protecting your team—it’s often self-serving. It creates distrust, fuels passive-aggression and resentment, and slows innovation.

You need both – safety and conflict management skills. A team with psychological safety but no conflict skills becomes stagnant. A team with conflict skills but no psychological safety stays silent out of fear. Psychological safety in action is the foundation; healthy conflict is the catalyst for growth.

Lead with Vulnerability and Structure

As leaders, we set the tone by modeling vulnerability. That means admitting mistakes, inviting feedback, and showing up even when we’re unsure. As Brené Brown says in Dare to Lead:

“Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.”

By showing vulnerability as a leader, you give your team permission to do the same. Of course, this comes with guardrails:

Structure how concerns are raised.

Ensure communication is professional and constructive.

Recognize and reward honest feedback and collaboration—not just results.

Motivated Teams Are Aligned, Not Always in Agreement

Having a psychologically safe team that manages conflict well doesn’t mean everyone agrees all the time. It means team members respect each other’s different views and work through them constructively. Motivated teams aren’t always in agreement – they’re in alignment. That’s psychological safety in action.
Books, books, books!

Want to know more about the books Lorrie mentioned this week? Check them out on our Bookshop.org featured list:
June 17, 2025
What Really Motivates Employees? Lessons from Herzberg
What really motivates employees? We don’t have a straight answer for you, but we do love a good organizational psychology theory that stands the test of time—and Herzberg’s Two-Factor Theory of Motivation. We aren’t ready to talk about what really motivates employees until we’ve talked about what doesn’t unmotivate them (yes, we know that’s a double negative and that unmotivate isn’t a real word, but stay with us.)

Simply Psychology puts it like this:

Herzberg’s two-factor theory suggests that job satisfaction is influenced by two categories:

Motivators, like recognition and achievement, lead to higher satisfaction and motivation.

Hygiene factors, such as salary and working conditions, prevent dissatisfaction—but don’t necessarily inspire motivation.

In other words, motivators spark engagement and growth, while hygiene factors help employees stay neutral rather than dissatisfied. According to Herzberg, what really motivates employees are factors that can’t meaningfully exist until hygiene factors are taken care of. Both hygiene factors and motivating factors are necessary to create a productive and fulfilling work environment.

Yikes, I’m a supervisor!

If you’re in a supervisory role, this might sound a little discouraging—are you only responsible for preventing dissatisfaction? Can’t you inspire motivation too?

We think you can. In fact, we’d argue that the ability to influence motivators is what helps a supervisor become a leader.

What Really Motivates Employees: In Practice

Here are a few practical ways you can move beyond maintenance and actually create a motivating workplace:

1. Get to Know What Drives Each Employee
Want to know what really motivates employees? Ask them.

Different motivators resonate with different people. Start with our Motivation Checklist to understand what matters most to your team.

We often use this in conjunction with DiSC training, which we highly recommend for new teams or teams experiencing disconnect.

2. Hold Meaningful One-on-Ones
Use regular one-on-one conversations to explore motivators and check on hygiene factors. Ask questions like:

What are your career goals?

What kind of work energizes you—and what drains you?

How do you prefer to be recognized?

Need help? Try our printable conversation cards designed for intentional check-ins. We also recommend cards from The Unstuck Box.

3. Don’t Ignore Hygiene Factors
In your one-on-ones, also check on basic needs:

Are tools, resources, and safety measures in place?

Are personal challenges affecting work?

Are compensation or benefits a concern? (Make this a point of discussion at least once or twice a year.)

4. Support Development and Growth
Create personal development plans that encourage ownership and responsibility. We use the Leaders as Career Agents process to guide these conversations.

Leaders as a Bridge to Satisfaction

Leaders who consistently invest time in these actions are more than just supervisors—they become the bridge between employee potential and job satisfaction. So… what really motivates employees? It doesn’t require big budgets or elaborate programs—just intentional conversations, consistent follow-through, and a commitment to growth.

How are you creating engaging work environments?

We’d love to hear what works for you.
June 10, 2025