Sales tips, leadership communication skills insight and more from Steve Giglio, sales training professional for more than 25 years.

Lead With Heart: A Better Path for the Year Ahead

Howdy—and Happy, Healthy New Year.

As we step into a new year, many of us are thinking about goals, growth, and how we want this next chapter to unfold. Strategy matters. Execution matters. Results matter.

But before we race ahead, it’s worth pausing to reflect on a simple idea captured beautifully by Ralph Waldo Emerson:

“The only way to have a friend is to be one.”

This isn’t about over-sympathizing or trying to win friends by being agreeable. It’s about recognizing that everyone you work with is carrying something—pressure, ambition, uncertainty, hope—and choosing to lead with awareness and heart. When leaders acknowledge struggle without judgment, they build trust. And trust is the foundation of any high-performing team.

The easy route in leadership is to become singularly focused on outcomes—driving harder, pushing faster, and expecting others to simply keep up. Many leaders can achieve short-term results this way. But the better route—the one that sustains growth—is to include others by making space for their own development and actualization.

When people feel seen, heard, and valued, they don’t just comply; they commit. They begin to see themselves in the path you’re laying out. That’s when leadership turns into followership—not because you demand it, but because you’ve earned it.

And the truth is, none of us gets anywhere meaningful alone. Every successful leader stands on the shoulders of a team that understands the vision, believes in the direction, and feels respected along the way. Alignment isn’t created through authority alone; it’s built through connection.

When you lead with empathy and purpose, you create momentum. People are more willing to walk the road with you—and when the next turn comes, they’ll be ready to follow you there as well.

As you set your goals for the year ahead, consider not just what you want to achieve, but how you want people to experience the journey with you. The results will speak for themselves.

Work Worth Doing

Far and away the best prize that life has to offer is the chance to work hard at work worth doing

-Theodore Roosevelt

This blog is significant to me because Teddy Roosevelt was a hero of mine and the inspiration for the beautiful collage portrait of him you see, created by John Morse, a dear friend of mine who passed away days ago, all too soon.

Roosevelt was dogged with just about everything. More importantly, though, he brought a zeal to his work every day.

As we close out the year, be thankful for the work that you do and the solace that comes with a job well done. There are so many others who don’t have the self-actualization we have.

As we forge into the new year, take stock of the difference you make and use the next two weeks to clarify what you want to manifest and give to others.

I promise, you’ll be excited about it.

I wish you and your family a very joyful holiday, with hope for a splendid 2026!

For Thanksgiving, Give Thanks to Your Team

I recently read a crucial—yet admittedly tough—New York Times piece by Jessica Grose: “Young Workers Are Miserable for Good Reason.”

One line jumped out at me:
“Young people feel jobs now offer far less mentorship and more micromanaging.”

Ouch.
But also… fair point.

Because whether an employee is Gen X, Y, or Z, one truth spans all letters of the alphabet:
Everyone deserves mentorship.

Mentorship says, “I care about you, and you matter here.”
It says, “Let’s invest in your growth—not just your output.”

And here’s the beautiful, slightly magical part:
When people know you genuinely care, they become more responsive, more committed, and yes—more human.

It doesn’t require a lot of effort on your part…just time and enough curiosity to ask:

  • What’s important to this person?

  • What challenges are they carrying quietly?

  • What do they want for themselves (even if they’re hesitant to say it out loud)?

In return, mentors often get these reinforcing moments for themselves. There’s nothing like an employee saying,
“Thanks… I’m more organized and confident now. I realize my voice matters.”

It could bring you to tears.

So this Thanksgiving, take a moment to thank your team—
for their loyalty, their effort, their patience, their ideas, and the simple fact that they show up every day trying to make something work.

Thank them for trusting you.
Thank them for allowing you to lead, guide, and learn right alongside them.

Do that, and I promise:
They’ll pay you back in ways that will surprise you.

What to Do When You Know Your Team Won’t Hit Year-End Targets

It’s the fourth quarter. You’ve reviewed the numbers, triple-checked the forecasts, and the reality is clear: your team is not going to hit the year-end targets.

First, don’t panic. This is not the time for blame, knee-jerk reactions, or hasty changes in direction. Missed targets happen — even to high-performing teams. The real opportunity lies not in the outcome, but in your response as a leader.

Here’s how to lead with purpose and turn a challenging situation into a foundation for future growth:

1. Diagnose, Don’t Deflect

Before you react, ask the critical question: Why?

Was the target realistic to begin with? Did market conditions shift unexpectedly? Were there execution gaps, resource constraints, or alignment issues across departments?

Resist the urge to jump to conclusions. Instead, gather data, talk to your team, and seek input from cross-functional stakeholders. A calm, objective post-mortem now will help avoid repeating the same mistakes later.

2. Communicate Transparently

Your team already knows the numbers aren’t adding up — what they’re waiting for is your leadership. Be honest about where things stand, what the shortfall means, and how you plan to move forward. Transparency builds trust and keeps morale from eroding.

But honesty isn’t just about facts. It’s about tone. Acknowledge the team’s efforts and avoid placing blame. Focus on what you’ve learned and what can still be achieved in the time that remains.

3. Refocus on What’s Still Possible

Even if the original goal is out of reach, the remainder of the year is not a loss. Set short-term, achievable objectives that drive momentum. Focus on high-impact areas: deepening customer relationships, clearing backlogs, or investing in foundational work that sets up a strong Q1.

Momentum, even in small doses, matters — especially in times of disappointment.

4. Support Your People

Disappointing results can lead to burnout, disengagement, or fear — particularly if the team feels they’ve given their all. As a leader, your job is to provide clarity, encouragement, and support.

Celebrate the wins, however small. Highlight the progress made. And make sure your team knows that one missed target does not define their value or your confidence in them.

5. Recalibrate for the Year Ahead

Finally, use this moment to think forward. What did this year reveal about your assumptions, strategies, and team dynamics? Were your KPIs aligned with your actual capacity and priorities? Where can you improve agility and foresight?

Set time aside for structured reflection and planning. This isn’t just about better forecasting — it’s about becoming a more resilient and adaptable team.

Final Thought:
 Missing a target is never ideal, but it’s also not the end of the story. Leaders are remembered not for perfection, but for how they navigate imperfect situations. Stay calm, stay focused, and lead your team through the close of the year with clarity, empathy, and purpose.

 

Finishing Strong: The Leadership Mindset for Q4

As we enter the fourth quarter, it’s time to reflect—not just on the numbers, but on the people behind them. While performance metrics and KPIs matter, a strong leader knows that year-end reporting isn’t just about hitting targets. It’s about understanding how your team got there—and what that journey reveals.

Start by asking the right questions:

  • Who on your team stepped up and showed leadership this year?
  • Who consistently solved problems independently?
  • Who thrived under pressure and became someone you could count on during a crisis?

Recognizing these contributions isn’t just about praise—it’s about identifying your future leaders. These individuals are shaping the culture of your team and laying the groundwork for continued success.

At the same time, you need to take an honest look at underperformance:

  • Who struggled to meet expectations?
  • Who needed more support or clearer direction?
  • Who faltered when the pressure increased?

These insights are just as important. Q4 isn’t just a finish line—it’s also your last opportunity to course-correct. Whether that means offering additional coaching, shifting responsibilities, or setting new expectations, there’s still time to make an impact before the year ends. I recommend that you meet with direct reports. Begin the conversation by highlighting their strengths and areas for improvement. Ask them what they would like to make for a strong end to the year. A client of mine just completed this conversation and is enjoying a new level of transparency with their direct report. The person is more candid now and is beginning to offer his own solutions.

Strong leaders use the fourth quarter not only to measure success but to shape it. Ask the right questions now, and you’ll be better equipped to report the kind of progress—and potential—that drives your organization forward.

When Your Boss Won’t Talk to You

Make Them Want To!

In our ongoing series about standing out, speaking up, and avoiding obsolescence in an AI-saturated world, another headline from the Wall Street Journal jumped out: “Your Boss Doesn’t Have Time to Talk to You.”

That’s a tough truth—but also a wake-up call.

Managers today are pulled in every direction. Time is scarce, and who do they make time for? Their high performers. If you’re not getting the attention you want, the challenge is clear: make yourself unmissable.

You might be thinking, “Sure, but that’s easier said than done.” To that I say: only if you say so. So stop saying it. Do something about it.

High Performers Aren’t Born—They’re Built

It starts with a decision. A personal commitment. Instead of waiting for your manager to change, look inward. Review your recent work and how you’ve been showing up—for your boss, your clients, and your teammates. Then ask: what needs to change?

5 Steps to Earn—and Keep—Your Boss’s Attention

Here’s a practical approach to shifting how you’re perceived:

  1. Pick One Behavior to Improve
    Look back at your last review or feedback session. What’s one behavior, if changed, that would immediately elevate how you’re seen?

  2. Experiment With It
    Growth starts with trying new things. As leadership expert Marshall Goldsmith says, “Without experimentation, there is no growth.”

  3. Declare Your Intent
    Tell your boss the behavior you’re working on. Not only does this set the expectation—it invites them to start noticing the shift.

  4. Apply It in Real Situations
    Choose three current relationships or communications where you can apply this new competency. Make sure they’re visible and impactful.

  5. Reflect and Iterate
    After each interaction, evaluate what worked and what didn’t. Use this to strengthen your approach in the next one.

Recently, I worked with a new client who was laser-focused on being seen as a high performer. He was anxious—but determined. With some coaching, he began experimenting, and he nailed it. He’s now on to his next behavior shift, building on his momentum.

If you’re ready to start changing how you’re seen—and want a guide along the way—give me a call.

Let’s make your boss want to talk to you.

Tough Conversations with Employees Are Helpful

From the Wall Street Journal:

The Leaner, Meaner Chevron
Leaders need to be more decisive, take accountability for failures, and have uncomfortable conversations about poor performance.

Changing Their Perspective

Ahh, yes, the uncomfortable conversation. Often, I coach executives on how to initiate and manage difficult conversations. People feel a sense of dread when approaching such talks and have a strong desire to avoid confrontation. I start by guiding them to a different way of looking at the situation as a leader.

First, it requires an understanding that there is a great impact in NOT helping transform detrimental behavior. Letting someone know that the way they are currently acting and performing is hurting their professional development is a good thing. Often, the direct report is unconscious of the inappropriate behavior. Furthermore, they are unaware of the impact on themselves, their supervisor, and the ecosystem in which they work. In my experience, when you present these facts, most direct reports realize that they must evolve and appreciate the observations as a contribution, not a criticism.

Bigger Than Themselves

Second, these types of conversations are a good time to remind someone that they are part of something bigger. To that, I was moved by an article written by Peggy Noonan of the Wall Street Journal. In it, she wrote:

America is about work, and we respect it.
Hard work means good America
We work to belong to something
To not be alone
Work is an act of stewardship; it helps things continue

It’s quite poignant to realize you are part of something…that you are relied upon…and that you matter.

As we face these turbulent times, it’s essential to strengthen our relationships with our peers and then present our idea. Developing trust with your direct reports is key. They must trust that you will tell them the good and bad equally and with a goal of enhancing their role, not diminishing it. When they see value in what you’re communicating, they will be open to your input.

As an example, I’m working with a client now who has been put off by the complicated conversation he needs to have with his CEO. We walked through the value of his idea to the CEO. It was strong but needed to state more clearly the benefit to the CEO so that he could collaborate on the solution. We also focused on what impact inaction would have, which could have ripple effects. The good news is that the CEO appreciated the heads-up and is now following up with his direct report to resolve it.

So, whether you are planning a tough conversation with a direct report, a client or your supervisor, tailor it so that the message clearly get through by relating it to their situation. That will open their minds to being receptive to your recommendations and have them feel they “belong to something.”

Can AI Replace You and Your Team?

“If you don’t think about your future, you cannot have one.”

-John Galsworthy

Like it or not, Artificial Intelligence (AI) is here to stay!

The Wall Street Journal recently shared in their June 21-22, 2025, article, “The Incredible Shrinking Company,” an essential quote from Andy Jassy, CEO of Amazon, “The best leaders get the most done with the least number of resources required to do the job.”

Translated for today, that means companies may be embracing AI to do tasks normally performed by workers, which could result in people being replaced by machines. While this may seem like a new and scary scenario, it’s not. Having your team considered as a commodity and easily replaceable is an all-too-real threat. Your objective is to get your team to think and act like they are invaluable to your clients/customers.

Every day, I work with executives and teams to promote and coach them toward this goal. Most people enjoy being shaped, developed, and directed. And they will strive to have you and their clients consider them a trusted advisor. The ones that don’t be wary of.

Therefore, the more you engage with your team and highlight their strengths and areas for development, the more they’ll perform for you. As a leader, you need to elicit a second and tertiary effort from everyone on your team to demonstrate their high level of performance through the results they produce. You also need to promote your team upward to your superiors to make sure they understand the achievements you are making.

Begin with one-on-one meetings with each person. Determine with them what they want to achieve and be straight with them relative to their developmental areas you see needing attention. This creates a coaching bond between you and them. Then, begin to celebrate their growth. The more you do this, the more your team will outperform. People crave acknowledgement, so be sure you give it to them.

Who knows what the future of AI holds and what jobs may fall in favor of the “least number of resources required.” So for now, find ways to demonstrate your value and that of your team. Make sure your clients know that they are being cared for by real humans who not only understand their “up-at-night” pain points but stay in it with them to figure out solutions together.

Summer Downtime is Summer Uptime

I often invoke Albert Einstein’s phrase; “I never worry about the future; it comes soon enough.”

And does it apply to us, NOW!

Other than those living on a remote island, everyone from Singapore to NY is feeling and experiencing a global, profound, unnecessary upheaval in business and our personal lives, including you I assume. I’m hearing and feeling this every day. Where there was trust and tailwinds with a service firm or financial firm, there is now worry, skepticism, and headwinds.

But guess what…your clients are feeling it, too!

And now we enter the summer shoulder season, with half-year projections to compare and contrast, goals to assess, and, oh yeah, many people leaving the office for one or two-week stretches. Your clients may be struggling to maintain momentum, so be there for them!

It is essential to know your client’s challenges and, from this knowledge, design proactive, unique solutions/recommendations to strengthen their business. Summer is the perfect time for these actions steps.

I’ve designed this with two clients this past week.

One project directly mitigated the tariff situation by designing an offering that will drive domestic incremental business to them. We mutually discovered this through listening to one another and framing the exact challenge that needed to be addressed.

The coaching point is supercharging your listening to uncover your client’s challenges through the summer. What better way to position yourself as an advisor to them in preparation for your Q3 and Q4 solutions!

The Position is Yours…Now What?

One of the many joys of coaching is following clients through their professional trajectory and contributing further to them once they’ve achieved a highly skilled, C-suite position within an organization.

A pattern I’ve noticed that needs to be transformed is when a new hire sits back and waits for their CEO/CCO/Board to direct them once they start.

OMG…No!

Is that emphatic enough?

Among your strong qualities, I’m going to bet one of them is your ability to smartly, relationally take initiative. And the expectation is…you will start doing that on day one!

Recently, I coached a marvelous client through this process. Here’s how we broke down this excellent opportunity for him and his action steps to achieve carte blanche with his CEO.

Job #1: Establish yourself as an expert in your field who commands hundreds of dollars per hour for your services. Note: This is in your mind, not literally. The goal here is to realize that the executive hiring you NEEDS you. If he could do the job without you, he/she would! From the very start, you need to help by giving them confidence that you can handle whatever comes your way. Give them that peace of mind and you’ve won them over. To that end…

Job #2: Within 48 hours of your hiring, ideally even before your first day, sit down with your boss and define the specific goals needed to achieve success, understand the commercial challenges, and absorb the vision the company has for you in the position. This is mission-critical. You must understand and affirm them; it shows transparency and alignment.

Job #3: Create your 90-day plan. This roadmap will include your onboarding, essential meetings with your peer set, and an outline of your team’s overall development. This step alone will allow your supervisor to know that soon, you will be managing elements of the work that have been causing stress. That’s a big relief in just 90 days!

Job #4: Get agreement on the future. You both need to be 100 percent bought in on where things need to go, how they are going to get there, and who is going to handle what. Mutually creating a vision for the future of the department that puts you in a strong position before you’ve really even started is a very bold and strong step!

Result:

I worked these steps with my client as he embarked on his new position. His CEO was blown away. Not only was he appreciative, but he admitted not fully realizing the valuable intricacies of the job until my client was in it.