I didn’t like hearing that phrase as a kid, and I don’t like hearing it now. It makes me want to pull my hair out! Especially when I see leaders modeling it with their availability.

You've probably heard the phrase "right people, right seats" a thousand times. But let's be honest—actually making it happen is where most organizations struggle. 

Pricing can make or break your business. Set your prices too high, and customers walk away. Too low, and you're leaving money on the table — or worse, operating at a loss. So how do you know if you've got it right?

Sometimes managing a business can feel like you have an instruction manual sitting in front of you, but you can’t find the answers because it’s in a different language. You can see something isn’t working, you might even know what's wrong, but for whatever reason, you can’t access the solution. 

Do you ever feel like there simply aren't enough hours in the day? Well, I’ll let you in on a little secret. There might not be.

Strategic thinking isn't a talent you're born with. It's a muscle you build through consistent practice. And like any muscle, there's one fundamental rule that applies – use it or lose it.

Being a leader can feel pretty lonely sometimes. And nobody wants to be stuck on an island unless it's tropical and you've got a drink in your hand, right? That's where being a part of mastermind groups come in as a game-changer.

I recently went to the EPIC museum in Dublin with my family. Like life lessons, most leadership lessons aren’t learned though textbooks, but rather, through lived experiences. And naturally, it got me thinking about how that relates to running a business. 

Managers make 70 decisions a day, equaling a little over 16,000 business decisions a year. That’s no small feat.  Making that many high-level decisions comes with a significant amount of responsibility. 

When most people think about work-life balance, they picture a scale – two sides that need to weigh exactly the same amount. But what if I told you there was an even better way to think about it?

You can have the most beautifully crafted bylaws and the most sophisticated financial oversight processes in the world. But if you don't have the right people sitting around that boardroom table, none of it matters.

If you don’t keep track of where the money is coming from, going to, and if it’s being used in a responsible way that aligns with your mission – you're not running a company, you’re running a front. And we’ve all watched The Godfather enough times to know how that turns out. 

Like any good governing body, you need rules and regulations. That’s what the bylaws of your organization provide. They should align with the overall goals of your organization and give a framework for operation (especially to make sure everything is legal).

In business, we have a lot of big umbrella words that don’t mean a lot on their own. And “organizational assessment” is one of those. Sure, you take your organization and you run some tests ... but what really does that really consist of? 

Being a part of the sandwich generation is a balancing act – it demands caring for growing children and aging parents. And it’s not something you can just take a two-week vacation from.

I’ll be the first to admit that I can be budget conversation avoidant. And I understand how those feelings can trickle into business budget conversations. But recently, I did the unimaginable. I had the budget conversation!

I’ll be honest – my morning rituals have taken a hit lately. The grounding practices that usually set the tone for my day somehow slipped through the cracks. But I'm recommitting! 

Four years ago, I was stuck in the "safe zone." I had a familiar job. I had a stable income. A loving family. What more could a person want? But, at the same time, my dreams were gathering dust. 

Have you ever gotten the advice “just delegate more” and you just want to scream?  

That’s because it’s terrible advice! Delegation isn’t just something you just “do.” It’s actually the final step of a three-step process! 

One of the big reasons people decide to become entrepreneurs is for the freedom. It’s true that they love what they’re doing and believe in its impact, but it’s also the appeal of being able to be your own boss and make your own hours. So, if freedom and flexibility were the reasons you became an entrepreneur – why are you still doing it all?