Dive into understanding how our philosophy can help you along the path to prosperity.
Every January, millions of people set New Year’s resolutions with hopes of creating positive change — yet most of those goals fade within a few weeks. The problem isn’t the desire to improve; it’s that resolutions are often too vague and lack a clear plan for action. By shifting from broad intentions to specific, measurable goals, leaders can turn resolutions into sustainable habits that improve both personal growth and professional performance throughout the year.
When Queen Elizabeth II passed after 70 years on the throne, a carefully prepared succession plan — “Operation London Bridge” — immediately went into action. Her legacy reminds us that leadership transitions should never be left to chance. For leaders who have spent decades building organizations, retirement isn’t just about stepping away; it’s about ensuring the next generation is prepared to carry the mission forward. By intentionally planning their exit and focusing on legacy, leaders can leave behind organizations that continue to thrive long after they’re gone.
Just like fashion trends, leadership must evolve to stay relevant. Employees are constantly watching how their leaders respond to difficult moments — from losing a major client to handling a resignation or owning a mistake. Through a psychological concept known as modeling, teams naturally imitate the behaviors they see demonstrated by their leaders. When leaders respond to challenges with transparency, accountability, and resilience, they set the tone for a culture where others are inspired to follow their example.
As the year comes to a close, it’s natural to reflect on where we’ve been, what we’ve learned, and the people who helped shape the journey. For the team at Chris Flickinger Performance Mindset and Development, 2022 was a year of growth, new team members, meaningful challenges, and plenty of lessons along the way. From tough love and accountability to gratitude for family, colleagues, and clients, this season of reflection reminds us that the strongest teams — like iron sharpening iron — push each other to grow while supporting one another through life’s ups and downs.
When one of our clients asked us to step in and help an underperforming team struggling with slow response times, poor communication, and high turnover, the root issue became clear almost immediately: the team wasn’t measuring its productivity or success. While most organizations track hard metrics like profit and growth, effective leaders also pay attention to “soft KPIs” such as employee engagement, development, retention, and team health.
One of the biggest barriers to performance today is distraction. Research shows that after checking an email, it takes an average of 64 seconds to fully reorient to the task at hand. Multiply that by the constant stream of messages, calls, and notifications in a typical workday, and productivity quickly erodes. Leaders who want stronger performance must create a culture that actively “dodges distractions” and stays focused on meaningful work.
With the new year quickly approaching, you’ve probably set work and leadership goals for the year ahead: get that promotion, grow sales by 20%, or mentor that new hire that has tremendous potential. You may even have set personal New Year’s resolutions like losing 10 pounds or going to the gym three times a week or finally learning French.
But professional development – improving yourself at work beyond meeting your specific performance goals – is too often left to the mundane box-checking of yearly performance reviews – if you are lucky enough to even get that. To successfully move to the next level, we need to ask ourselves: “How can I ensure I’m more valuable at the end of the year than I was at the beginning?”
You sit down at your desk with a fresh cup of coffee, ready to tackle your to-do list, when another meeting invite appears in your inbox. You sigh, click “Accept,” and instantly know your day has taken a different turn. Many professionals experience this daily because of what David Grady calls Mindless Accept Syndrome (MAS)—our tendency to automatically accept meeting invitations without questioning their purpose or value.
Research shows the average employee spends at least three hours per week in meetings, and 71% of them are considered unproductive. Poorly run meetings don’t just waste time—they frustrate employees, drain energy, and can create a culture of negativity. Effective leaders recognize that meetings should be intentional, focused, and structured to create value.
One simple but powerful strategy is starting meetings with a “Positive Lead.” By opening with wins, gratitude, or positive updates, leaders can prime the team’s mindset for collaboration, creativity, and productivity. When meetings begin with purpose and positivity, they are far more likely to lead to meaningful results.
For years I proudly called myself a multitasker. Give me one task and I could show you three more things I could do while completing it. Being busy felt like being productive—until one day I found myself so overwhelmed by competing priorities that I literally multitasked crying at my desk. That moment forced me to confront an uncomfortable truth: multitasking wasn’t helping me get more done—it was making me less effective.
Research shows that what we call “multitasking” is actually task-switching. Each time we switch between tasks, our brain has to reset its focus, dividing attention and increasing the likelihood of mistakes. Studies have even shown that when people try to juggle multiple goals, their brains split attention between them—and performance drops significantly.
“Do you want to skip Zoom and just talk on the phone?” When I sent that message to a colleague recently, his reply came back instantly: “YES.” Zoom fatigue is real, and many teams are feeling it. As remote and hybrid work become the norm, leaders must recognize that constant virtual meetings can drain energy, reduce engagement, and make collaboration harder than it needs to be.
Research shows that virtual meetings require more mental effort than in-person conversations. Our brains work harder to interpret tone, facial expressions, and delayed responses through a screen. Add the pressure of being “on camera,” interruptions from home life, and an endless stream of scheduled calls, and it’s no surprise that many employees feel exhausted.
Great leaders respond by rethinking how meetings happen. They reduce unnecessary calls, allow cameras to be off when appropriate, and create intentional spaces for connection and productivity. By putting people first and listening to how their teams experience virtual work, leaders can build healthier, more sustainable ways to collaborate in a hybrid world.
