Horizon Point Consulting

Category: Beyond Work

Beyond Work is our line of resources for people and community leaders looking for something new and innovative outside, be it a new job, career change, or personal development outside of work.

  • When to Start, Stop, or Stay: Navigating Your Next Right Thing

    When to Start, Stop, or Stay: Navigating Your Next Right Thing

    A few years ago, Mary Ila shared an insight that continues to resonate: “The next activity you need to do with your leaders? Ask: What needs to start, stop, or stay?”

    It is a simple yet powerful framework. We often apply it to organizations and teams, but not always to ourselves. Today, I want to circle back and reflect on how we can apply that lens personally.

    When do we know it is time to start something new, stop something we have been doing for a while, or make a tough call about whether to stay put or leap into something entirely different?

    A Personal Reflection

    Several years ago, I was approached to do some contract work supporting individuals in transition, both logistically and in their careers. It was meaningful, energizing work. It did not interfere with my role at HPC, and it even enhanced it. The stories, challenges, and lessons I gathered from those contract clients often made their way into the training sessions I facilitated. It was truly a win-win.

    Fast forward seven years. I still enjoyed the work, but it had started consuming more of my weekends. Meanwhile, my responsibilities at HPC had expanded, as had my salary. I was also receiving more and more local referrals for resume writing, outside the scope of my contract work.

    I wrestled with the decision to stop for nearly a year. The work was fulfilling, but it no longer aligned with the season of life I was in. When I finally chose to step away, it felt bittersweet, but ultimately, it was the right move. As Greg McKeown says in Essentialism, “You cannot overestimate the unimportance of practically everything.” That reminder helped me focus on what truly mattered.

    How to Decide What to Start, Stop, or Stay With

    My process for making this decision aligned closely with a favorite book I often recommend: The Next Right Thing by Emily P. Freeman (find it on our Bookshelf). It offers gentle wisdom for navigating uncertain seasons. One of her guiding questions, “What is the next right thing in love?” became a compass for my own reflection.

    Here is what helped me find clarity:

    1. Make a Pros and Cons List
      It is classic for a reason. Getting your thoughts down on paper brings objectivity to an emotional decision.

    2. Talk to Mentors and Trusted Advisors
      Do not go it alone. I leaned on people who know me well, including Mary Ila, our CEO, and my husband. Their honest feedback helped me see the bigger picture.

    “The best way to find yourself is to lose yourself in the service of others.” – Mahatma Gandhi

    But sometimes, you also have to protect the energy that allows you to serve others sustainably.

    1. Ask the Hard Questions

    • If I start something new, what will I have to stop?

    • What is currently working that I need to let stay?

    • What is no longer aligned, even if it is still “good”?

    These questions brought clarity and gave me the courage to choose what served me best personally and professionally.

    For Leaders: Are You Supporting Your Team’s “Next Right Thing”?

    If you are in leadership, consider how you are helping your team members navigate their own Start, Stop, Stay questions. (If you have not read our piece on Should I Let My Employees Have Side Gigs?, it is worth a look.)

    We love helping teams explore this framework in real time through retreats and training. There is power in making space to pause and reflect, individually and together. How can we support your organization?

  • Side Gigs as a Path to Purpose, Growth and Motivation

    Side Gigs as a Path to Purpose, Growth and Motivation

    In our first post in this series, Should I Let My Employees Have Side Gigs? we explored whether leaders should encourage or discourage employees who want to work outside of their full-time role. We looked at the benefits and the risks, both for employees and organizations. (We’re not the only ones, by the way. See: Forbes.)

    Now let’s turn the focus to why side gigs matter to so many people on a personal level. Some individuals will never find complete fulfillment in a single, full-time job. Stability and a paycheck may be there, but motivation and meaning may be missing. Side gigs often fill that gap.

    Why full-time jobs sometimes fall short

    Herzberg’s Theory of Motivation, which we covered in What Really Motivates Employees, provides insight into why this happens. He separates job factors into two categories:

    • Hygiene factors like pay, job security, company policies and working conditions. These prevent dissatisfaction but do not inspire true motivation.

    • Motivators like achievement, growth, recognition, responsibility and the work itself. These create satisfaction and engagement.

    Most full-time jobs deliver hygiene fairly well. Where they often fall short is in the motivators. Employees may have a steady salary and benefits but little opportunity for growth or recognition. They may feel disconnected from the work itself.

    Daniel Pink’s DRIVE model highlights three elements that lead to lasting motivation:

    • Autonomy: The freedom to choose what you work on, how you do it and when.

    • Mastery: The desire to get better at something that matters.

    • Purpose: The sense that your work contributes to something larger than yourself.

    When we look at side gigs through this lens, it is easy to see why they are so fulfilling.

    How side gigs meet the need for autonomy, mastery and purpose

    Side gigs can provide the motivators that full-time roles may lack.

    • Autonomy: With a side gig, you decide what to pursue. You choose your projects, your schedule and your approach. That freedom can feel refreshing compared to the structure of a 9-to-5.

    • Mastery: Side gigs often require you to stretch, learn new skills and grow. Progress is easier to see, and small wins build confidence.

    • Purpose: Most side gigs start with passion. People choose to spend extra time on something that matters to them, whether that is serving others, creating something new or pursuing a hobby that brings joy.

    This combination is powerful. It explains why someone may be energized by work on nights and weekends even when their main job leaves them drained. Tip: Take the DRIVE Self-Survey here!

    Things to keep in mind

    Herzberg reminds us that hygiene factors still matter. If a side gig causes stress, burnout or financial instability, the motivators lose their power. A few important reminders:

    • Protect your time and energy so your side gig enhances life instead of overwhelming it.

    • Be realistic about money. Side income can be inconsistent, so it should supplement rather than replace financial security unless carefully planned.

    • Stay aware of employer policies. Transparency can help avoid conflicts of interest.

    • Choose quality over quantity. One meaningful side gig is better than several that do not bring growth or purpose.

    For those who will never be fully satisfied with one job

    The truth is that some people simply need more than one role to feel whole. A single job, no matter how good, may never meet their need for autonomy, mastery and purpose. Side gigs are not just “extra work” for them. They are the work that makes life feel meaningful.

    Take-away tips

    If you are considering a side gig, or already have one, here are a few ways to make sure it adds to your fulfillment:

    1. Choose something that aligns with your values and interests.

    2. Set aside time so you can build skill and see progress.

    3. Create boundaries so the side gig supports, rather than drains, your well-being.

    4. Share your work and seek feedback so recognition and growth are part of the journey.

    5. Revisit your goals regularly to be sure the work is still meaningful.

    Side gigs give people an outlet to find the motivation and satisfaction that full-time jobs may not deliver. They create space for autonomy, mastery and purpose, and they often provide the true motivators Herzberg described. For many, that makes side gigs not optional, but essential.

    Stay tuned for the next post in this series, where Taylor will work through a Start, Stop, Stay activity related to side gigs.

  • Should I Let My Employees Have Side Gigs?

    Should I Let My Employees Have Side Gigs?

    Three people work with me full-time. All three have side gigs. Two are adjunct instructors at local universities. One writes résumés. Another picked up a gig I once had but didn’t want to do anymore. She was skilled in the area and enjoyed the extra income.

    The side gigs they have are in adjacent spaces to our business. They are able to share their expertise, make connections, and help themselves and others grow while they earn extra income.

    Why I Support Side Gigs

    Some people think I’m crazy for “allowing” this. I don’t just allow it. I support it and encourage it. Their side work has never interfered with delivering on our clients’ needs. Never, not once.

    In fact, the way we work makes supporting side gigs easier. It does not matter when or where the work gets done as long as client needs are met. That is harder to pull off in environments that require standard hours and physical presence. But I would argue that banning side gigs actually hurts morale. If people really want or need to do outside work, they will. They will just keep it hidden, which only diminishes trust and weakens culture.

    What Leaders Should Do

    So what should you do as a leader when you have full-time employees with pursuits outside of what you pay them to do?

    • Talk openly about their interests and pursuits outside of work. This includes side gigs, hobbies, and family-related commitments. Ask about what matters to them and encourage holistic development. No one can get everything they need out of their “day” job.

    • Talk openly about compensation and salary needs. You may not always be able to pay more, but being supportive when someone wants to drive a few Uber routes, Airbnb their home, sell art or jewelry, or teach a class helps foster open communication and trust. Life is expensive, and for many people multiple streams of income are a necessity.

    • Handle it directly if it becomes a problem. If tasks are not getting completed, deadlines are missed, or presence is required and not met, sit down one-on-one and discuss performance. Reiterate or set clear expectations and allow the person the autonomy to meet them. Avoid ultimatums about quitting side work. This approach holds true not only with side gigs but also with personal issues that may impact performance.

    • Be clear about your organization’s standards. Define what counts as competitive work. Communicate that taking competitive work or soliciting it for personal benefit is off limits. Side gigs in adjacent spaces can be acceptable, but if the organization offers the service, the organization—not the individual—owns that work.

    Keep the Conversation Going

    Sometimes the lines are not clear. For example, there is a difference between:

    • An electrician employed by an electrical company doing side jobs without routing them through the employer, and

    • A firefighter who is also a certified electrician and takes residential electrical work on days off.

    If the lines are blurry, talk about it. If you are already open about side gigs, it is much easier to have honest conversations when gray areas arise.

    At the end of the day, supporting outside pursuits builds trust, morale, and culture. People bring their whole selves to work. When we acknowledge that, we all grow.

  • Coaching Moment: Ikigai for Career Development

    Coaching Moment: Ikigai for Career Development

    What do you want to be when you grow up? It’s a question we’ve all heard (and probably asked) a hundred times. The truth is, career development is less about picking one answer and more about figuring out what makes life meaningful.

    In our latest Coaching Moment video, Taylor shares how we introduce educators in Alabama to the idea of Ikigai—a Japanese word that simply means “reason for being.” Think of it as the place where passion, skill, purpose, and paycheck overlap. Or, in other words, the thing that gets you out of bed in the morning.

    Here’s how the activity works:

    • Write down what you love.

    • List what the world needs.

    • Think about what you’re good at.

    • Add what you can get paid for.

    Once you’ve got three or so ideas in each box, start looking for themes. That’s where the magic happens.

    And it’s not just a fun exercise. Researchers have found that people with a strong sense of ikigai enjoy better health, lower stress, and even longer lives. Other studies show that lifestyle and community support play a big role in shaping our sense of purpose too.

    Universities are paying attention as well. Johns Hopkins encourages students to use ikigai to line up passion with career choices. And Harvard Macy Institute points out how reflecting on ikigai can help educators reconnect with meaning in their work.

    So next time you (or someone you’re coaching) feels stuck on career decisions, pull out a sheet of paper and try the ikigai exercise. You might be surprised at what you uncover.

    👉 Watch the Coaching Moment video to see Taylor walk through the activity and discover your own reason for being.

  • Can You Guess Our DiSC Styles?

    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.