Horizon Point Consulting

Category: Talent Management and Development

We provide full service talent management and talent development consulting services. Read our blogs in this category for stories and best practices from real clients and real research.

  • From Manager to Coach: Coaching Leadership That Builds Teams

    From Manager to Coach: Coaching Leadership That Builds Teams

    Many people have stepped into management because they were great at doing the work.

    They were strong individual contributors. They solved problems quickly. They delivered results.

    So when they become managers, they often continue doing what worked before. They direct tasks, answer questions, and step in to solve problems.

    But this approach can create an unintended challenge.

    When managers remain the primary problem solver, team growth can stall. Over time, employees begin to rely on the manager for answers instead of developing their own solutions. The leader becomes a bottleneck rather than a multiplier.

    This is where the shift from manager to coach becomes powerful.

    Instead of focusing primarily on directing work, coaching leadership focuses on developing people.

    When leaders develop people, teams become stronger, more capable, and more engaged.

     

    The difference between managing and coaching

    Research from the Society for Human Resource Management (SHRM) highlights that coaching leadership strengthens employees’ problem-solving ability and builds long-term capability rather than reliance on direction from their manager.

    In other words, coaching leaders do not just solve today’s problem. They help employees learn how to solve the next one. Over time, this shift creates stronger and more capable teams.

     

    Why coaching leadership matters

    Research summarized by the National Institutes of Health indicates that supportive leadership and developmental feedback are linked to higher employee engagement and improved performance.

    Similarly, research shared through the American Psychological Association connects regular feedback and developmental leadership practices with improved workplace well-being and productivity.

     

    Four ways to start coaching your team

    1. Ask more questions than you answer. When employees bring a challenge, ask questions that help them think through the issue and build ownership of their work.

    2. Focus on development, not just performance. Make space for conversations about strengths, growth opportunities and future goals.

    For more ideas, see Horizon Point’s 4 Ways to Get Unstuck with Professional Development

    3. Provide feedback regularly. When feedback is clear and timely, employees learn faster and gain confidence in their progress.

    4. Create opportunities for reflection. Ask employees what worked, what could improve and what they learned from the experience.

     

    Building developmental teams

    The goal of coaching leadership is not just stronger performance today. It is building developmental teams where people continually grow their skills, confidence, and leadership capacity.

    Managers get work done through people. Coaches develop people who can get the work done.At Horizon Point, we help organizations strengthen leadership capability through leadership development programs, coaching engagements, and organizational consulting.

     

  • Start the New Year Right with Simplicity

    Start the New Year Right with Simplicity

    At the beginning of a new year, there is a natural pull toward momentum. Fresh calendars, renewed energy, and the promise of progress invite us to jump straight into action. But at Horizon Point Consulting, we believe sustainable success starts with intention—not urgency. Starting the year right means slowing down just enough to be thoughtful, focused, and aligned.

    Here is a simple, disciplined approach we often recommend to individuals and organizations alike.  And you need to write this all down! Don’t just do it in your head. Reflection becomes far more powerful when it moves from your head to paper.

    1. Reflect 

    Before you plan what’s next, take time to reflect on what has been. Two ways to do this are through documenting: 

    Highs and Lows

    Begin by capturing the highs from the past year. What worked? Where did you feel proud, energized, or successful? These moments often reveal strengths and strategies worth repeating.

    Then, honestly document the lows. What felt heavy, frustrating, or misaligned? Where did you lose energy or momentum? Naming these experiences helps you learn from them rather than carry them forward unconsciously.

    Start, Stop, Stay

    Next, organize your reflection into three simple categories:

    • Start: What new habits, behaviors, or practices would serve you better this year?
    • Stop: What is no longer working and needs to be released?
    • Stay: What is already working well and should be protected or reinforced?

    This exercise brings clarity and creates a strong foundation for meaningful change.

    Mel Robbin’s Best Year Workbook highlights a reflection on both of these things and may help you get these reflections down on paper. 

    We also like Emily Freeman’s 10 Questions for Reflection and Discernment

     

    2. Plan — Then Put It on the Calendar

    Reflection without planning rarely leads to results. Once you’ve identified what matters most, it’s time to plan.

    The key here is specificity. Good intentions become real commitments when they are scheduled. Block time for priorities, not just tasks. And understand your natural rhythms to know when the best time is to do what type of activities.  We outline how to do a time audit and other important “when” topics here. Whether it’s strategic thinking, personal development, health, or connection, if it matters—it deserves space on your calendar.

    You also may want to check out Cal Newport’s planner and podcast for more insights on purposeful planning for “deep work” and “slow productivity.” 

    And then, the harder part: stick to it. Treat these commitments with the same respect you give meetings and deadlines. Consistency is where progress compounds.

    3. Simplify

    Starting the year right doesn’t mean doing more. In fact, it often means doing less—on purpose.

    We simplify at HPC by selecting a theme for the year.  Here are some of our previous themes: 

    Ironically enough, our theme for 2026 HPC is “Simplicity.” 

    Look at your commitments, goals, and routines and ask: What can be simplified? Where can you reduce complexity, eliminate distractions, or streamline processes?  We will be working through all of these things this year at HPC. 

    We are starting off this year simplifying our blog and newsletters.  Blogs will be released once a month, not once a week, along with a newsletter.  Often, less is more. 

    Simplicity creates focus and it takes intention.  We are focusing on this in 2026. 

    4. Share

    Goals grow stronger when they are shared. Whether it’s with a colleague, a team, a coach, or a trusted friend, articulating your intentions out loud builds accountability and clarity.

    Sharing also invites support. You don’t have to carry the year alone—and you shouldn’t.

    In fact, with our Doer2Leader (D2L) leadership training, everyone picks an accountability partner so they are sharing their goals and sharing their progress throughout the six month program. 

    We have three groups starting this month and have a spot or two left for more- email us to set up a call to talk about your need!

    5. Calibrate Regularly

    Finally, remember that the year is not a straight line. Starting strong matters, but recalibrating regularly matters more.  Every year will no doubt require pivots. 

    Build in moments—monthly or quarterly (we like to do it quarterly)—to revisit your reflections, plans, and priorities. Ask what’s working, what’s shifting, and what needs adjustment. Calibration keeps you aligned as conditions change.

    Starting the new year right isn’t about perfection or pressure. It’s about clarity, intention, and disciplined follow-through. When you reflect honestly, plan deliberately, simplify courageously, share openly, and calibrate regularly, you create a year that is not just busy—but meaningful.

  • How Employers Can Support Veterans in the Workforce

    How Employers Can Support Veterans in the Workforce

    As we honor Veterans Day, it’s important to remember that showing appreciation for service members goes beyond words. It’s about action. Employers play a vital role in helping veterans transition to civilian careers, thrive professionally, and feel valued for their unique experiences and skills.

    Here are practical ways organizations can support veterans year-round:

    1. Create a Veteran Hiring Strategy

    Employers can make a real impact by partnering with veteran-focused organizations—such as Still Serving Veterans—to promote the hiring of those who have served. These partnerships help connect businesses with qualified candidates while ensuring veterans are supported throughout their transition.

    Employers should also take time to understand how military experience translates into civilian roles. For example, leadership in a military setting may align with project or operations management; logistics coordination in the service often mirrors supply chain or planning positions. By recognizing and articulating these transferable skills, employers can open doors to talented, mission-driven professionals ready to thrive in new careers.

    2. Offer a Smooth Transition Process

    Transitioning from military to civilian work can be challenging, as the expectations and culture of the civilian workplace often differ greatly from military life. In the service, roles, communication, and hierarchy are typically very structured and clearly defined. Civilian workplaces, on the other hand, may have more flexibility, less formal communication, and varying approaches to leadership and accountability.

    Employers can ease this adjustment by providing onboarding programs or mentorship opportunities that pair veterans with experienced employees—ideally, other veterans who’ve made the transition successfully. Mentors can help explain workplace norms, provide guidance on professional communication styles, and clarify unwritten expectations that might not be immediately obvious. This kind of support helps veterans feel confident, connected, and set up for long-term success.

    3. Provide Training and Career Growth Opportunities

    Veterans bring discipline and adaptability, but they may need support translating their military experience into corporate advancement. Offer skills development programs, leadership training, and clear pathways for promotion. When employers invest in their growth, veterans can quickly become some of the most capable and committed leaders within the organization.

    4. Recognize and Celebrate Service

    Honor Veterans Day with meaningful gestures, such as hosting recognition events, sharing veterans’ stories internally, or supporting veteran-focused charities. Recognition fosters inclusion, respect, and a deeper sense of belonging. These actions show that your company doesn’t just value veterans for their skills—but for their service and sacrifice as well.

    5. Support Mental Health and Work-Life Balance

    Many veterans face unique challenges as they adjust to civilian life, including post-traumatic stress, reintegration stress, or difficulty finding a new sense of purpose after leaving the military. Employers play a crucial role in fostering an environment that supports both mental health and overall well-being.

    Start by ensuring that mental health benefits are accessible, confidential, and clearly communicated to all employees. Offering an Employee Assistance Program (EAP) can provide veterans and their families with free, confidential counseling and referrals for mental health, financial, and personal concerns. Flexible scheduling options can also make a meaningful difference, allowing veterans to attend medical appointments or take personal time when needed, without stigma.

    Just as important, organizations should work to create a culture of openness and understanding, one where employees feel safe discussing challenges or seeking help. Training managers on how to recognize signs of stress and respond with empathy can help foster this culture.

    Partnering with veteran-focused organizations (remember Still Serving Veterans or similar local groups) can also be incredibly beneficial. These organizations can provide employers with education, resources, and guidance on how to support veteran employees effectively, as well as connect veterans to specialized services that promote resilience and recovery.

    When employers take a proactive, compassionate approach to mental health, they not only help veterans succeed but also strengthen trust, retention, and morale across the entire organization.

    Supporting Veterans: Good for People, Good for Business

    Supporting veterans isn’t just good citizenship, it’s good business. Veterans bring leadership, resilience, and a mission-driven mindset that enrich workplace culture and performance.

    This Veterans Day, let’s move beyond “thank you for your service” and take meaningful action. By creating inclusive hiring practices, offering smooth transitions, supporting mental health, and partnering with veteran organizations, employers can build workplaces that truly honor and empower those who have served.

    When we invest in veterans, we invest in stronger teams, stronger companies, and stronger communities.

  • When Your Side Gig Deserves Center Stage

    When Your Side Gig Deserves Center Stage

    We’ve been talking about side gigs lately. One of the toughest parts is deciding if or when to make the side gig the main gig. It’s often not as simple as we’d like it to be.

    A few weeks ago, I spent some time in Virginia with my parents and brought along a small project, an old desk I’d found at a thrift store for $20. It had good bones but had definitely seen better days.

    My dad and I spent the week together in his woodworking shop, sanding, repairing, and refinishing it until it was restored to its former glory. Somewhere between the smell of sawdust and the hum of the sander, I learned that the desk was more than a hundred years old and made of solid walnut, a piece that had clearly stood the test of time.

    Watching my dad work reminded me how he’s done the same thing with his own career. What started years ago as a hobby, tinkering in his workshop on weekends, has now become part of his full-time work. After decades in construction, he’s blended his craftsmanship with his trade, flipping houses that feature his custom woodworking, accent walls, built-in bookcases, and hand-crafted cabinets that give each home its own story.

    That desk became more than a project. It was a reminder that sometimes what we start on the side, simply because we love it, can evolve into something much bigger. According to a recent study by Side Hustle Nation, 39% of working Americans have a side hustle, and about one in five hope to eventually turn it into a full-time job. It’s not always easy to know when it’s time to take that leap, but there are signs it might be time to let your side gig take center stage.

    Just like restoring that old desk revealed the strength of the wood beneath the surface, your side gig can show signs of its own potential if you take the time to notice them.

    When…your side gig is financially sustainable.

    Your side gig is showing steady, reliable growth. You have repeat customers, new ones finding you regularly, and your income has moved from covering basic costs to turning a profit. You’re not just staying afloat, you’re seeing enough green to pay essential expenses and keep the business running. Better yet, it’s bringing in enough money to replace or nearly replace your current salary.

    When…you’re running out of time and energy.

    With steady growth comes the need for more time, and there are only so many hours in the day. You find yourself waking up early or staying up late to keep up with demand, juggling both your full-time job and your side gig. Eventually, something has to give. When you can’t devote the time your side gig needs, growth stalls and sales may even start to dip. That’s often a sign your business has outgrown the “part-time” label.

    When…your passion has shifted.

    What started as a creative outlet or a way to earn a little extra each month has become the work that brings you the most joy. You find yourself energized by your side gig and counting down the hours until you can get back to it. Meanwhile, your full-time job starts to feel more like an obligation than an opportunity. When your passion shifts that strongly, it’s worth paying attention. It may be pointing you toward what you’re truly meant to do.

    Like that old walnut desk, sometimes the things we start just for the love of it reveal a strength and potential we didn’t see at first. When your side gig shows financial promise, demands more of your time and energy, and becomes the work that truly lights you up, it might be more than just a hobby. It might be your next chapter waiting to unfold.

    Taking the leap isn’t about abandoning stability. It’s about building on something that’s already proven its worth. As you consider what you need to start, stop, and stay, both personally and professionally, ask yourself what your side gig could become if you gave it your full attention.

  • 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?