Advantage: Age

Full disclosure: Despite what my brain thinks, until I catch my reflection in the mirror, I’m not 28 anymore. We live in a culture that celebrates youth and often suggests aging means becoming less relevant. Maybe we have been looking at it the wrong way. The older we get, the more we have seen. 

We have watched trends come and go, experienced success and failure, and learned lessons that cannot be taught in a classroom or replaced by technology. Those experiences create judgment and perspective. In business, there is often an obsession with what is new. 

Age Pivoting

Technology and innovation matter, but the strongest organizations combine ideas with the wisdom that comes from understanding people and challenges. Artificial intelligence is a perfect example. AI can improve efficiency, but it cannot replace human experience. It does not understand relationships, leadership, or empathy. And I don't know about your experience, but I've discovered it's often wrong. 

Technology provides information, but experience helps determine what matters. I don't think the goal is not to stay young forever - it's to stay curious forever. Getting older is inevitable; becoming irrelevant is a choice. Aging is not the end of the story; it is where age becomes one of our greatest advantages. 

Experience matters.

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Education Is More Than School

We don't stop learning with graduation. It becomes curiosity, experience, books, mentors, and paying attention to the world around us. AI is a powerful tool, but it isn’t education.

 Artificial intelligence can help us find information faster, organize ideas, and improve productivity. What it can’t replace is critical thinking, judgment, experience, and the ability to ask better questions. 

 Those come from learning. 

 The most successful people never stop learning. They adapt, challenge assumptions, and stay curious because they know yesterday’s knowledge won’t solve tomorrow’s problems. 

 Whether you’re starting your career or approaching retirement, education remains one of your greatest advantages. Keep reading. Keep asking. Keep learning. 

 Stay Curious

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Quiet the Critic

Self‑doubt has always been one of my biggest challenges. Even when things seem on track, I catch myself hesitating or wondering if I’m really capable. Self-doubt shows up in big decisions, creative work, or even everyday choices. 

Up to 85% of people feel like imposters at some point. A 2020 study in Personality and Individual Differences found frequent social comparison fuels hesitation. Recognizing this helps us notice patterns and adjust before it slows us down. Easier said than done.

Small Wins Matter 

Breaking big goals into smaller steps - called “success scaffolding” - is surprisingly effective. A 2018 Journal of Experimental Social Psychology study showed celebrating tiny wins boosts confidence and reduces anxiety. Tracking small milestones makes even big challenges feel manageable and builds momentum. The way you speak to yourself sets the tone for what you achieve. 

Clinical Psychological Science found neutral, compassionate self-talk (“I can figure this out” instead of “I always fail”) strengthens resilience. Catching negative thoughts and reframing them - even out loud—helps you respond differently under pressure. 

Track and Interrupt Patterns 

Logging moments of self-doubt helps you spot triggers like perfectionism or looming deadlines. Awareness turns automatic hesitation into intentional action, giving you the power to act instead of freeze. 

Small wins, kinder self-talk, pattern tracking, and leaning on constructive feedback help you move forward despite doubt. It’s not about being fearless - it’s about choosing progress over fear and trusting yourself along the way. 

 Sometimes we have to build confidence.

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Priorities and Aging

I’ve noticed my priorities have changed a lot over the years. What mattered most in my 20s doesn’t carry the same weight today, and I suspect you’ve felt that too. Life has a way of reshaping what feels urgent versus what feels meaningful. What was SO important years ago barely makes a blip now.

Research shows that as we age, our values and goals naturally shift. A 2017 study in Psychology and Aging found that older adults tend to focus more on meaningful experiences and relationships, while younger adults emphasize exploration.

Small Shifts Create Big Clarity

Even small adjustments in priorities can make a big difference. The same study found that people who consciously reflected on what mattered most experienced less stress and greater satisfaction. Taking time to list our top priorities can help us act intentionally instead of reacting to every demand or distraction.

When priorities feel unclear, it helps to ask, “Does this align with what matters most to me?” Research from Developmental Psychology shows that aligning decisions with personal values increases well-being and long-term satisfaction. Pausing to reflect before saying yes to something can save time, energy, and emotional strain.

Patterns Reveal What Matters

Tracking how we spend our time and energy helps us spot what consistently feels rewarding versus draining. Awareness of these patterns allows us to focus on what truly contributes to growth, relationships, and fulfillment, rather than what just seems urgent in the moment.

Even as priorities shift with age, we can stay intentional about what matters most. And what's important today may not be years from now.

Let's make today count.

Respect

Respect is often framed as politeness or being nice; when in reality it's one of the hardest disciplines in business — and one of the most effective. Respect shows up before a deal is signed or a problem appears. It’s how we listen when someone disagrees. How we talk about people who aren’t in the room. And how we behave when pressure is high and patience is low. 

In my work with business owners and managers, one pattern is consistent: organizations that struggle to grow often struggle with respect. Not from bad intentions, but from underestimating its impact. Authority gets confused with credibility. Speed gets mistaken for effectiveness. Respect is assumed instead of earned. 

It Doesn't Just Happen 

Respect is built in small, repeatable moments – being prepared, showing up on time, answering clearly, giving credit, owning mistakes. These actions don’t draw attention, but they quietly shape culture. Respect must also flow both ways. 

Leaders who demand it without giving it create compliance, not commitment. Teams that feel respected think harder, solve problems sooner, and care more about outcomes. It also means being honest. Not blunt for ego’s sake, but clear to prevent confusion. 

Beat Them with Kindness

Ghosting may be the new “no” and a way to avoid difficult conversations. And most of us do it – intentionally or unintentionally . Avoiding tough conversations may feel right in the moment, but it usually creates bigger problems later.  In business, respect becomes a competitive advantage. 

Customers notice it. Partners remember it. Employees protect it. It turns transactions into long-term relationships and reduces friction before it becomes conflict. We don’t earn respect by demanding it. We earn it by practicing it – especially when it’s inconvenient. And once it’s part of how we operate, everything else gets easier to build. 

 I say with respect, of course. ____________________________________________________________

It's Business. It's Personal.

If you’ve spent any time around me in a boardroom or mid-conversation about growth, you know I believe one thing deeply: Business is personal. Not transactional. Not automated. Personal. I work with numerous business owners and managers across different industries. 

Some run multi-generational companies. Others are scaling fast and trying to manage growth without losing control. Different pressures. Different personalities. Same truth. The businesses that win are the ones that make it personal. 

 It’s Not Just Marketing. It’s About Meaning. 

Marketing is not an event or a campaign; it is an essential piece of your business. We can talk strategy, positioning, and ROI all day. But beneath that, we’re talking about legacy and the responsibility they carry. That’s personal. 

When you understand that, you stop selling services. You start building partnerships. 

You are the Brand 

Business owners often underestimate how much they matter to their marketing. People don’t just buy products. They buy stories. Trust. Connection. Why you started. What you believe. Why you care. That’s not fluff. That’s differentiation. And in a crowded market, differentiation is oxygen. 

AI, automation, and efficiency tools are everywhere. I like them. I use them. But you can automate distribution. You cannot automate connection. The businesses that thrive won’t be the loudest; they’ll be the most human. 

Actions Speak

How you treat staff. How you answer the phone. How you handle complaints. That is your brand. Culture leaks into the marketplace whether you plan for it or not. 

When I meet an owner, I ask: “Why did you start this?” The answer is almost never money. It’s family. Freedom. Pride. Impact. It's especially interesting when you pose the same question to their team. Then you find out what it means to work there far beyond the paycheck. People rarely do business with logos; they do business with people. 

And that will always be personal. ___________________________________________________________

Change is Gonna Come ...For You

Change is a concept that seems to drive us, win elections, looks great on a coffee mug, and creates stress. 

We hear the word and feel two immediate and visceral responses: things will improve for us and everyone will need to change but us. Things need to change; I'm fine!

 We love the idea of it; the cozy non-committal nature of talking about it. It's as if the world was covered in magic dust and all is well. "They need to change." "We need to bring about change." "Change is gonna come." It all sounds so good. 

 Someday does not appear on the calendar 

 To most, change is about control and standing still while others make the shift. You may be one who thrives on change but be careful when you want to instill it on others. They too may like the theory but will define it to fit their own convenience. 

Who among us admits to be part of the problem? We want things to change but often under our rules and our guidelines. And whenever you include anything or anyone outside of your own mind, the grip must be loosened or collaboration is a challenge. 

 Actual change verses talking about change is the key.

The Only Constant

Change is a concept that seems to drive us, win elections, looks great on a t-shirt, and creates stress. We hear the word and feel two immediate and visceral responses: things will improve for us and everyone will need to change but us. Things need to change around here, but I'm fine!

We love the idea of it; the cozy non-committal nature of talking about it. It's as if the world was covered in magic dust and all is well. "They need to change." "We need to bring about change." "Change is gonna come." It all sounds so good, doesn't it?

Someday does not appear on the calendar

To most, change is about control and standing still while others make the shift. You may be one who thrives on change but be careful when you want to instill it on others. They too may like the theory but will define it to fit their own convenience. Who among us admits to be part of the problem?

We want things to change but often under our rules and our guidelines. And whenever you include anything or anyone outside of your own mind, the grip must be loosened or collaboration becomes a challenge. 

Actual change verses talking about change is the key. __________________________________________________________________

Burnout or Quietly Quit?

The global consulting firm Deloitte recently published a study on burnout. It's a sobering reminder of the challenges that many of us are facing in today's fast-paced and demanding work environment. The pandemic completely changed entire industries. Many are back in the office full-time; some are doing a hybrid schedule; and others may never go back to the cubicle. This adds complexity to workplace culture and how leaders lead their teams.

The survey found 77% of full-time US employees have experienced burnout at their current job, and over half have faced it multiple times. While companies may be offering well-being programs to address stress in the workplace. 70% of professionals feel their employers are not doing enough to prevent or alleviate burnout. I live in Canada and I'll bet the numbers are similar here. 

Workplace Culture

But it's not just about the programs. The survey also found workplace culture plays a big role in preventing burnout. The top driver of burnout cited was lack of support or recognition from leadership, and a quarter of respondents said they never or rarely take all their vacation days. I can relate! 

The survey also found 84% of millennials have experienced burnout at their current job, with nearly half saying they've left a job because they felt burned out. It's a concerning trend, and it highlights the importance of addressing burnout in the workplace. Quiet quitting has crept into our vernacular since the beginning of the pandemic. 

Preventing Burnout

It's not just about offering well-being programs or a supportive workplace culture. It's about creating a holistic approach that recognizes and values the well-being of employees. Here's a thought; if you're a leader, ask them how they are doing rather than always focusing conversations on output and results of their work.

It's a critical issue, and it's time for companies to step up and create a work environment that promotes well-being and prevents burnout. The workday is no longer punching in at 8:30am, taking the standard one-hour lunch break, and punching out at 5pm. We aren't robots; we are humans, and there's a lot going on that may not be related to our work but certainly affects it. AI may be dominating the zeitgeist but it’s my hope we don’t forget the human connection. 

A good place to start is with an honest conversation.

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Service Leader

The topic of what makes a great leader has been debated since we humans could say the word. When you think of the values a mentor has brought to you, it's often those intangible aspects which are more difficult to define.

In business, it's tough to be thrown into a new role when you may be good at the work but not as well versed at the people part. It’s easy to point to those who have handled leadership with grace but it's not a skill you learn in short order. And it can certainly be a balancing act when the company continually reminds you profit is the goal.

Fear can be why strong leadership is often as rare as great customer service.
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Make or Become Different

Change is a concept that seems to drive us, win elections, looks great on a t-shirt, and creates stress. We hear the word and feel two immediate and visceral responses: things will improve for us and everyone will need to change but us. Things need to change around here, but I'm fine!

We love the idea of it; the cozy non-committal nature of talking about it. It's as if the world was covered in magic dust and all is well. "They need to change." "We need to bring about change." "Change is gonna come." It all sounds so good, doesn't it?

Someday does not appear on the calendar

To most, change is about control and standing still while others make the shift. You may be one who thrives on change but be careful when you want to instill it on others. They too may like the theory but will define it to fit their own convenience. Who among us admits to be part of the problem?

We want things to change but often under our rules and our guidelines. And whenever you include anything or anyone outside of your own mind, the grip must be loosened or collaboration becomes a challenge.

Actual change verses talking about change is the key.
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The People Part

There has been significant change in my life this year and if you've ever had a patch like this, you may have reflected on it the same way. The change is big but what has been the most stark is the areas of my life that haven't moved forward or improved and they seem even more in need of my attention.

Many say we have five pillars in our lives; health, finances, spirituality, relationships, and intellectual growth. If money needs our attention, our relationships suffer; if we're focusing on our studies, our health falters, etc. I feel all pillars are integrated.

Reflections and Changes

So how does this all play into leadership and culture, careers and collaboration? In every way! If we are concerned about personal issues then our work will be affected; not always overly negative, but in some way or another.

So take time with your team to understand what they're going through outside of the office. I'm not suggesting you get too personal, that's up to each individual, and don't run the risk of losing the too much information work life balance. We are all flawed people going through stuff at work and/or at home and one size fits all is a myth. Remember the people part of your work and your work will become much more personable.

The results might amaze you.
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Two Boats

The news reports are telling residents to leave town. The authorities are feverishly going around the city to gather up those who don’t have the means to do it themselves and all the while Bill has decided he is going to stay in his home and wait out the storm.

Stubborn rarely wins

A few hours later the rain is coming down in sheets. Bill is forced out of his home and onto his roof where the water is now five feet deep on his street. Two police officers in a motorboat come by to rescue Bill and bring him to safety. Bill declines their offer and proclaims; “God will send me a sign!”

Several hours later, the water is now at Bill’s waist as he struggles to survive on his now submerged roof. Another police boat comes to rescue him and take him to safety. He again says “No thank-you, God will send me a sign”. A half hour later, Bill drowns.

Pondering minds wonder

Bill is shocked and says; “Why didn’t you send me a sign?”
God replies; “I sent you two boats!”

How often do we ignore the help we need in our quest for the clear path? How do we miss those signs that are there to guide us when we’re looking for guidance? How often are we quick to help others but not as swift to accept help from them in return?

The help we seek can often be right in front of us.
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Leadership is Not Easy

The topic of what makes a great leader has been debated since we humans could say the word. When you think of the values a mentor has brought to you, it's often those intangible aspects which are more difficult to define.

In business, it's tough to be thrown into a new role when you may be good at the work but not as well versed at the people part. It’s easy to point to those who have handled leadership with grace but it's not a skill you learn in short order. And it can certainly be a balancing act when the company continually reminds you profit is the goal.

Fear can be why strong leadership is often as rare as great customer service.
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Training vs Development

If you ask a coach, team leader, or company executive if talent attraction and retention is important to them, it’s fairly safe to say you will get a resounding yes every time. Training is important for some things but is not enough for people development.

It’s not deep enough. It’s a quick fix that simply doesn’t exist and can’t be sustained. Leadership is a daily event that needs to be your top priority. What worked last week may not work today. And what was successful a year ago may never work again. That’s why we don’t offer training, we work with clients on their ongoing leadership growth.

Roselinde Torres has studied leadership around the world and shares her thoughts on what makes a great leader. Her findings may surprise you.


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Org Charts and Other Data

It’s simple to develop responsibilities, titles, direct reports and deliverables. But how will you allow a place of teamwork to resemble reality? The organizational chart is probably necessary for you to chunk up the work, responsibilities and strengths of your business but how you build a great, sustaining and successful company is through your people. There are no short cuts.

If you have ever experienced a true open environment it can be exciting - yet to some - chaotic. And because most don't want chaos, they choose to keep things nice and neat and departmentalized. They may like being a boss everyone obeys. But we know the flaws in that model are vast.

Human Supply Chain

The perception of losing focus or control can block potential for significant growth in your organization and the careers of each person inside it. If ideas aren't shared, department walls get higher and silos deepen.

The position of Chairperson, CEO or President may appear to be at the top of the company chart. But it's actually in the middle. This is the person who sets the tone; makes the big decisions that could affect the workload of everyone else. It can be a very busy place. She must answer to the owners, shareholders, investors, customers, employees and the public. If a company relies solely on her decisions, millions or even billions can hang in the balance.

Great Idea

A former boss taught me about reversed delegation. This is where someone suggests a half-baked idea and you try to run with it. This neither encourages their further thought nor helps you with what you want to accomplish. Push it back on their plate and see what happens.

For decades we have followed an enterprise model that resembled a flow chart. Nice and clean, easy to follow, department and leaders, directors and work flow. But without an unwavering commitment to the people in your company you may simply be sharing a parking lot and florescent lights for 1,800 hours a year. And the four most powerful words you can use are; “How can I help?” The challenge for leaders who want a successful business is to make their people their top priority.

For real.
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Everything to Everyone

You may often hear others claim they’re good with people or they can increase the bottom line. Those are excellent attributes but need to be further defined and refined. For fear of being specific and potentially losing a deal, many will promise to help anyone who asks them and that can be a dangerous tactic.

Many of us have fallen victim of the plan of trying to have an offer with a wide scope. But if we say everyone is our target customer we can be in trouble. Some feel they don't want to limit their potential. But if we narrow our focus, we can become stronger in those areas we can help the most. We often see this in the start-up world; the company starts to get legs and the offering widens which can be dangerous.

Do one thing really well

The retail space has gotten fuzzy over the last decade. You can buy groceries at your pharmacy and furniture in your electronics store. Widening the offer is watering down the focus and may appear to be working but is actually hurting many of the large companies attempting this strategy.

If you’ve ever been to a general store in a small town it’s like a different world. You can buy everything from candy to camping equipment. But if you looked at your business and more importantly how you grow your team, you probably wouldn’t think it wise to be too wide and hire generalists. Shifting into areas that get away from our strengths in order to grow revenue and market share can be tempting. Doing what we do well, more often, can often be the wiser tactic.

Sometimes offering less can create a lot more.
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Work Life Imbalance

We've all heard the phrase; “leave it at the door”, which is a warning that when you’re at work, you should focus on work. But we're human and we work with humans and we have lives and issues and sadness and joy and events and those aren’t easily shut off.

In the last year, I know of a couple who finalized their divorce, someone who lost their spouse, a couple who had to say their final goodbyes to their beloved pet, someone who lost a parent, and many people who lost their job. It’s a bit tough to be a robot in those situations. It's unrealistic to expect life not to seep into our work.

Bring your life to work.

Leadership is not daycare but we are not machines. To tell people to ignore their world isn’t realistic. Sure, we have to be mindful that deadlines need to be met, but the human condition can help our professional pursuits. Many claim a life/work balance is important but few act on it.

Allowing your team to bring life to work can open up possibilities. It can unlock their minds to include situations outside of their work environment. It can create free discussion and brainstorming that may help solve issues that are too close to the team because they’re trying to apply work related tactics. It can create a more malleable atmosphere which will be more enjoyable and efficient.

Bring your work to life.

This can panic some leaders who are used to conformed enterprise where co-workers focus linearly on actual tasks within a confined agenda. Change is scary and it’s much easier to manage rather than guide people to work freely and use all of their human experience during work hours. This is not to suggest your company becomes a free-for-all but nothing in work or life needs to be zero-sum.

We all want to be loved, noticed, and appreciated. We have fear and dreams; hopes, and plans. We all want to belong and feel purpose. We are them, you are me, they are us. It's not as difficult as it may appear. And a small shift can create the positive growth you may have been seeking by reminding everyone to focus on their job.

What happens in life affects what happens at work.
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Collaborative Culture Creates Cash

Every company wants success. Every shareholder wants the stock price go up every day. You want this year to be better than last. So do I. But we hit snags, gain victories, trip up, succeed, and make mistakes, all because that is the human condition.

If you’re open to a bottom line that will grow while you are strengthening the goals and desires of your team members, you're halfway there. Take your eye off the revenue long enough to help your people grow and your revenue will follow.

Give then take

As Daniel Pink says, the carrots and the sticks approach, is antiquated and short-sighted. Time and time again, I've spoken with companies who list talent retention as a big concern yet they don’t invest ample time in helping their team members grow past orientation and basic training.

Money is a driver for why we show up to work every day but it shouldn't be the only one. And if it is for your team, you have a serious issue. We should encourage everyone to bring their life to work if we expect their work to have life. Leadership is about inspiring a culture of collaboration to reach the very goals we seek in the first place.

I think it's worth a try.
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Change vs Changed

Change is a concept that seems to drive us, win elections, look great on a t-shirt, and create stress. We hear the word and feel two immediate and visceral responses: things will improve for us and everyone will need to change but us. Things need to change around here, but I'm fine!

We love the idea of it; the cozy non-committal nature of talking about it. It's as if the world was covered in magic dust and all is well. "They need to change." "We need to bring about change." "Change is gonna come." It all sounds so good, doesn't it?

Someday does not appear on the calendar 

To most, change is about control and standing still while others make the shift. You may be one who thrives on change but be careful when you want to instill it on others. They too may like the theory but will define it to fit their own convenience. Who among us admits to be part of the problem?

We want things to change but often under our rules and our guidelines. And whenever you include anything or anyone outside of your own mind, the grip must be loosened or collaboration becomes a challenge.

Actual change verses talking about change is the key.
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