Horizon Point Consulting

Tag: leadership

  • Make It Fun: Choosing AND at Work

    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.

  • What the Dentist’s Chair Can Teach Us About Leadership

    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:

  • 5 Tips for New Managers

    5 Tips for New Managers

    If you’ve recently stepped into a management role, first of all—congratulations! It’s a big milestone and a meaningful vote of confidence in your leadership potential. But let’s be honest: transitioning into management can feel overwhelming. You’re learning to lead others while still trying to find your own footing.

    At Horizon Point, we’ve worked with many new (and seasoned) managers over the past few years, and we’ve also navigated our own leadership growth journey. We’ve learned that success in management doesn’t come from having all the answers—it comes from building strong relationships, being self-aware, and leaning into continuous learning. So, here are 5 tips for new managers, based on our experience with best practices and research.

    5 Tips for New Managers

    1. Know the difference between leading and managing

    At Horizon Point, we talk a lot about the distinction between leading and managing. Both are important, but they serve different purposes. In Are You Leading or Just Managing?, we explore this tension and how we balance it.

    management is aspect of leadership

    Managing is about organizing tasks, meeting deadlines, and maintaining systems. Leading is about casting vision, guiding people through change, and inspiring others to grow. New managers often default to managing—because it feels more concrete—but leadership is where you build real influence.

    This idea ties closely to the concept of adaptive leadership from Harvard’s Kennedy School, which encourages leaders to mobilize people to tackle tough challenges and thrive in changing environments. If you’re managing tasks but not yet inspiring people, that’s a great place for us to help you start growing.

    2. Make empathy your default

    We can’t say this enough: empathy matters. Not just in big, emotional moments, but in everyday interactions. When we lead with empathy, we create the kind of trust and safety that allows people to do their best work.

    In Caring About Someone You Can’t See, we shared our thoughts on leading with empathy even in remote or hybrid settings. The lesson holds true no matter where your team works: people want to feel seen, heard, and supported. In these 5 tips for new managers, empathy is probably the single most important.

    Research backs this up. A study from the National Institutes of Health found that empathy in the workplace improves communication, boosts job satisfaction, and strengthens team dynamics. So, slow down. Ask questions. Really listen. Your team will notice.

    3. Build a solid foundation of leadership basics

    You don’t need to reinvent the wheel—just make sure you’ve got the fundamentals in place. In our Basics of Leadership Course, we walk through the core building blocks: empowerment, delegation, and personal leadership.

    Empowerment means giving people ownership and trust. Delegation means assigning work that stretches their skills (not just clearing your to-do list). Personal leadership means modeling the behavior you expect from others.

    The Center for Creative Leadership has a great model for the “Fundamental 4”, specifically including self-awareness. If you can get that part right, you’re already ahead of the curve.

    4. Don’t skip your one-on-ones

    One of the most effective tools in a manager’s toolkit is the regular one-on-one meeting. And yet, it’s one of the easiest things to let slide when you’re busy.

    At Horizon Point, we’re big believers in meaningful conversations. Our talent development work often centers around communication, and one-on-ones are a powerful way for us to stay connected with our team.

    These meetings aren’t just for status updates—they’re for listening, coaching, and relationship-building. Try asking:

    • “What’s going well right now?”
    • “What’s one thing we can do to support you?”
    • “Is anything getting in your way?”

    According to Gallup research, employees who have regular check-ins with their managers are more engaged, more productive, and more likely to stay. It’s a small time investment with a big return.

    Try me!

    Need help getting started?

    Try the One-on-One card deck from Unstuck Box! We wrote about this resource and others from Unstuck Box in a recent blog.

    5. Use storytelling to lead through change

    This might sound unexpected, but one of the best ways for us to lead is through stories. In The Crossover of Adaptive Leadership and Storytelling, we talk about how storytelling helps teams navigate change, connect to purpose, and make meaning out of uncertainty.

    When we’re coaching on tips for new managers, we often encourage them to share their own leadership stories. What challenges have shaped you? What lessons have you learned the hard way? Those moments can become powerful teaching tools for your team.

    The Greater Good Science Center at UC Berkeley backs this up—storytelling activates empathy and helps people retain information. So don’t be afraid to tell your story.

    Bonus tip for new managers

    If you’re a new manager, give yourself grace. This is a season of growth and learning—and you don’t have to do it alone. At Horizon Point, we believe leadership is about relationships, and that starts with us showing up for our team (and ourselves) with curiosity, humility, and heart. Practice these 5 tips for new managers, and see what works for you and what doesn’t. There is no one-size-fits-all in leadership.

    If you’re looking for more resources or would like to talk about training and development for new managers, reach out. We’d love to support you on your journey.

  • Nourishing Nyad: Growing a Startup, a Team, and a Mission

    Nourishing Nyad: Growing a Startup, a Team, and a Mission

    This is our third straight week featuring guest bloggers, and we are especially excited this week to nourish entrepreneurship and highlight the story of Nyad, recent winners of Alabama Launchpad. Mary Ila is a Launchpad Advisor, and watching the people behind these startups grow and nourish their new businesses is a thrill for our whole team. So, without further ado, Nourishing Nyad! 

    Nyad Launchpad Winners
    Launchpad Winners: Nyad

    Building a startup is a test of resilience, vision, and leadership. At Nyad, we’re learning that the key to success isn’t just having a great idea, it’s about how you nurture it, how you develop the people around you, and how you foster a culture that sustains both innovation and impact.

    As co-founders, Chris and I started Nyad to tackle one of the world’s most pressing environmental challenges: polluted water. But beyond the technology we’re developing, our focus has been on nourishing the leadership, talent, and culture that will allow our company to thrive.

    This year, as Horizon Point focuses on the theme of Nourish, we’re reflecting on what it means to nourish an idea, nourish ourselves as leaders, and nourish the communities we aim to serve.

    Nourishing an idea from concept to reality

    Many founders believe that success is about coming up with a breakthrough idea. But in reality ideas are everywhere, and the best ideas often fail, not because they aren’t good, but because they aren’t properly nurtured.

    For us, the journey started with a simple observation: wastewater treatment is outdated, inefficient, and heavily reliant on manual processes. We saw an opportunity to bring today’s technology into this space, using artificial intelligence to optimise microbial management. But our ‘why’ runs deeper than that. Chris and I are keen swimmers and scuba divers, we’ve spent years in and around the water, and we’ve seen firsthand how pollution threatens the places we love. We couldn’t shake the feeling that if we had the skills to help fix this, we had a responsibility to try. But having an idea wasn’t enough. We had to test it, refine it, and prove that it could work in real-world industrial settings.

    This meant listening, really listening, to the people who manage wastewater every day and experience the problem we’re trying to solve. It meant adapting our approach based on customer feedback, learning from industry veterans, and being willing to change direction when necessary. The process of nourishing an idea requires patience, adaptability, and a deep commitment to continuous learning.

    Nourishing leadership and talent development in a startup

    A startup is only as strong as its people, and it takes a village.

    One of the biggest lessons we’ve learned is that leadership isn’t a title, it’s a practice. As founders, we’re constantly stepping into new roles: pitching customers and investors, negotiating with industry partners, and navigating the technical and regulatory challenges of wastewater treatment. We’ve had to develop skills we never anticipated needing and handling setbacks with resilience.

    We’ve learned that leadership isn’t always about having all the answers, it’s about creating an environment where you can find the answers together. We commit to our vision, hold ourselves accountable, and make sure we stay balanced and motivated through the ups and downs of early-stage entrepreneurship.

    We’ve found that nourishing leadership in ourselves means:

    — Prioritizing learning by seeking mentorship, reading, and surrounding ourselves with people who challenge our thinking.

    — Building discipline by establishing routines that keep us focused, from structured work blocks to regular reflection on progress.

    — Staying grounded in purpose by remembering why we started Nyad and making sure our decisions align with our long-term vision.

    Nourishing communities beyond the office

    Leadership doesn’t stop at the workplace. One of the most rewarding aspects of building Nyad has been the opportunity to engage with the broader community, engaging with other entrepreneurs, collaborating with industry leaders, and contributing to initiatives that drive sustainable innovation.

    Our journey has been deeply shaped by the support of the Birmingham Alabama startup ecosystem, organizations like the Innovation Depot, the EDPA’s Alabama Launchpad, and the mentors who have helped us grow. Now, we see it as our responsibility to pay that forward. Whether it’s through hiring locally, sharing our knowledge, or supporting initiatives in clean technology, we believe that nourishing a company also means nourishing the community around it.

    Final thoughts: leadership as a practice of nourishment

    The theme of “Nourish” resonates deeply with us, not just in the environmental sense, but in the way we lead, build, and grow. Whether it’s an idea, a team, a culture, or a community, true leadership is about fostering growth in ways that are sustainable and meaningful.

    As Nyad continues to evolve, we remain committed to this principle. Our mission is to transform wastewater treatment, but our success will ultimately be measured by the people we empower, the culture we cultivate, and the impact we create.

    Nyad Founders

    Virginia & Chris are WaterTech entrepreneurs from London, UK who previously founded a successful Covid diagnostics startup together.

    NYAD logo

    Virginia Szepietowski, Co-Founder & CEO, has experience in corporate and startup growth & strategy, and is a qualified attorney.

    Virginia Szepietowski Headshot

    Chris Braithwaite, Co-Founder & COO, is a mechanical engineer with a background in corporate finance.

    Christopher Braithwaite Headshot
  • 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!