Your Strategy isn’t the Problem

Change is hard. Whether you're trying to shift a bad habit of your own, transform your team's behavior or overhaul a process, resistance has a way of showing up uninvited. Even when you have initial excitement, the new behaviors don't stick - a couple of weeks, and you're back to your old habits. Sometimes it's not about the actual change - it's about how you think about the change. It's kind of like driving a car. When your car is out of alignment, you have to keep steering it back onto the road. You can have a high-performance vehicle, but if it's out of alignment, it's not going to work right. Your mindset - how you think - is the same way. You can have the best strategy, systems and tools on the planet, but if your brain isn't in the right place they're not going to work. So how to get your mindset about change in the right place? There's a proven formula to help you. It's called the Change Formula. It looks like this: D × V + F > R D — stands for Dissatisfaction V — stands for Vision F — stands for First Steps R — stands for Resistance to Change Dissatisfaction, Vision and First Steps must be greater than Your Resistance to Change or the change won't stick. Let's start with Resistance - And all of us have it - it's called your comfort zone. Even if you're trying to change a bad habit like working nights and weekends, you have the habit because at some point in your career it served you. It became your new normal. Breaking that habit might open up all kinds of things that you've also been resisting - like having to work out because you've removed the "not enough time" excuse. Or having time with your family but they're teens now and they don't want quality time with mom or dad. Get all of your resistance down on paper. Writing things down tends to make them more objective than when they live in your head. Dissatisfaction (pain) is important as well. If you are not fundamentally dissatisfied with how things are working today, you have no reason to make a change - vision alone isn't enough to change behavior. I used to run some big global projects for Fiskars, the orange-handled scissor company. I could paint a vision of how some initiative would lower our operating costs and make our products more compelling and help them sell better - people would be excited and pumped, and "all in," but they'd never get started. UNTIL Wal-Mart said they'd kick us out if we didn't do the initiative - instant dissatisfaction. Things got done. Are you frustrated enough to try something different? Vision is key. If you don't know what "better" looks like, you have nothing to motivate you to do the work. Take the time to define your vision so you get excited about what's ahead. First Steps are your roadmap. If the "thing" looks too big, it's your elephant. Eat it one bite at a time. Don't worry about seeing every step right now - just the first couple. Take the first step today. Working nights and weekends was a slippery slope for me for a long time. I had more work to get done than there were hours in the workday. So, I rationalized working ungodly hours - it was critical for my company to be successful. Today I get more done in 40-45 hours than I used to in 70. That includes Board of Director work, networking and even committee work. Here's how I worked the formula: D - I was burning out fast and had no time with my husband. This ate at my very core. Not okay. V - I craved time together, time to enjoy the outdoors, to garden, to bike - lots of things that I would get to do if I had more time F - I made a pact with my husband that if I really felt I needed to work a night or weekend, that I had to ask him if that was ok with him first. Believe me I thought long and hard about whether I really needed the extra time before I was going to admit that I didn't get my stuff done. R - My comfort zone was believing that I always had buffer time (nights and weekends) to finish up things that I wasn't productive with during the day. The reality? It took me twice as long to get things done on weekends because my focus wasn't there. So, what does all this mean for you? It doesn't matter where you are now. Choosing that "what is today" isn't okay anymore is the first step.

You’re on a Board — Now What? Landing a board seat is an achievement worth celebrating. It signals trust in your experience, your judgment, and your ability to contribute at a higher level. Once the congratulations fade, the real work begins. Now what? The most effective board members don’t just show up prepared—they show up aware. Aware of people, dynamics, language, and culture of the board they’ve joined. 1. Learn About Your Fellow Board Members First Your board is made up of people - with different motivations, experiences, and influence. Take time early on to build one-on-one relationships outside of board meetings. Be observant - What motivated them to be on the board? Who tends to drive discussion? Who asks insightful questions? Who builds consensus behind the scenes? Who's the contrarian? Understand the people first and you'll be able to contribute in a way that’s both heard and valued. 2. Learn the Board’s “Language” Every industry has its own language: industry jargon, financial metrics and acronyms that fly by in meetings. Get fluent in their language early. You might even ask for a glossary (I did when I was on an insurance company board). Don't be afraid to ask questions if you don't understand something. The faster you learn how this board talks about success and risk in their industry, the faster you can engage in meaningful dialogue. 3. Read the Culture—Then Add to It Some boards are highly formal and structured. Others are conversational and fluid. Some lean into governance and oversight; others operate as strategic partners to leadership. Your job isn’t to change the culture—it’s to understand it. Then, thoughtfully bring your perspective in a way that complements and serves the group. 4. Know What Belongs in the Boardroom Strong board members understand the difference between governance and management. The boardroom is for: Strategy and long-term direction Oversight and accountability Asking thoughtful, future-focused questions It is not for: Solving operational issues - that's the CEO's role Managing staff Diving too deeply into tactical execution Advancing your own personal agenda If a conversation feels “in the weeds,” it probably is. The discipline is in pulling the conversation back up to the level where the board can add the most value. 5. Add Value Early—But Thoughtfully You've earned your seat at the table - don't fall into the trap of feeling like you need to prove yourself at the first board meeting. Resist the urge to speak just to feel like you are contributing. Instead, be curious. Listen, ask questions, and look for moments where your experience genuinely advances the conversation. Thoughtful contributions build credibility far faster than frequent ones. 6. Be Hungry to Learn Oftentimes you've been asked to join a board because you have deep knowledge and experience in the industry. Your challenge will be to learn how this company operates within it, how they can mitigate threats to the industry (or the company), and how they can take advantage of - or even create - opportunities. Being on a board is an amazing opportunity to be exposed to strategies and approaches that you may have never thought of before. I was blown away at some of the initiatives that my insurance company brought before us. I learned a lot, a nd expanded my vision of what was possible in that industry.

The Lasting Impact of a First Impression

Future-Proof Your Business: Succession Is All About Strategy.

Many ADHD leaders believe they simply need to push harder or stay more disciplined. In reality, the issue isn’t effort—it’s operating without the right support. Coaching works because it provides structure where consistency is difficult to maintain alone. For ADHD business owners and executives, coaching creates: a trusted thinking partner a clear decision-making framework consistent accountability systems that support follow-through When leaders have structure and support, progress becomes sustainable instead of reactive. The ROI shows up in clearer thinking, better decisions, stronger teams, and reduced stress—allowing leaders to focus on growth instead of firefighting. Our January ADHD coaching launch is built for leaders who want results, not more pressure.

ADHD business owners and executives are often highly capable, strategic, and driven. Yet without the right structure, their performance can feel inconsistent and exhausting. The challenge isn’t effort—it’s friction. Without systems in place, ADHD can turn decision-making into fatigue and leadership into constant reaction. Coaching removes that friction by creating clarity, accountability, and focus. ADHD-focused coaching delivers ROI by providing: External structure that supports consistent execution Clear priorities that reduce decision overload Accountability that drives follow-through Proven systems that turn effort into results The outcome is measurable: improved time management, stronger leadership, fewer mistakes, and better use of resources. That’s not motivation—it’s return on investment. Our ADHD-focused coaching program, launching in January, is designed to help business owners and executives lead with clarity, confidence, and control.

Succession planning isn’t just about preparing for the future—it’s about protecting the value you’ve worked hard to build. In this conversation, Bob Wood from Sunbelt Business Advisors shares a broker’s perspective on why early planning is essential for a smooth and profitable business transition. Discover what business owners should be doing now to maximize value, reduce risk, and ensure their legacy continues long after they step away.

Women on Boards: Why It Matters By: Guest blogger: Patti Epstein, TEMPO Madison The Women on Boards Committee, formerly known as Project Reach, is a TEMPO Madison initiative aimed at increasing the number of women serving on business boards. The project provides resources for members aspiring to serve on business boards and for those responsible for filling board positions. Women on Boards: Why It Matters Research shows that gender-diverse boards are not just fair—they're smart business. Companies and communities benefit when women are meaningfully represented in boardrooms. Business Benefits Higher financial performance: Fortune 500 companies with more women directors outperform those with fewer. Stronger governance: Diverse boards are linked to better risk oversight, fewer reporting errors, and more engaged leadership. Improved ESG outcomes: Gender-diverse boards lead to stronger environmental, social, and governance performance. Enhanced reputation: Companies with women on boards are viewed more favorably by stakeholders. Better decision-making: Women leaders prioritize transparency, fairness, and stakeholder interests. Studies show that having at least three women on a board maximizes impact. Why You Should Consider Board Service Serving on a business board is a powerful way to shape strategy, drive change, and advance your professional growth. Benefits of Board Membership: Drive meaningful change. Influence decisions that affect industries, communities, and global challenges—from sustainability to equity. Expand your strategic thinking. Engage in high-level governance, risk oversight, and long-term planning that sharpen your leadership skills. Build powerful networks. Connect with accomplished peers, executives, and thought leaders across sectors. Stay ahead of the curve. Gain insider access to emerging trends, innovations, and market shifts. Amplify your voice. Represent diverse perspectives and advocate for inclusive, ethical business practices. Earn competitive compensation. Public company board members typically earn $50,000–$300,000, with additional benefits and equity in some cases. Grow personally and professionally. Learn from complex challenges, broaden your influence, and leave a lasting legacy. Before joining a board, clarify your goals—what you want to contribute and what you hope to gain. This self-awareness helps you find a board that aligns with your values, strengths, and aspirations. Recognizing that the best way to obtain a board seat is through connections, Women on Boards can facilitate introductions with individuals and entities responsible for filling corporate board seats. A key component of this effort is Women on Board's Database of Board Candidates, featuring Board Briefs and Bios of TEMPO Madison members. This database serves as a one-stop portal where businesses and recruiters can search for and find qualified candidates. If you are interested in submitting your board bio, don't hesitate to get in touch with Megan Purtell. Sources Catalyst: The Bottom Line – Corporate Performance and Women’s Representation Harvard Business Review: When and Why Diversity Improves Your Board’s Performance MIT Sloan: How Diversity Can Boost Board Effectiveness Harvard Law: A Diverse View on Board Diversity McKinsey & Company: Women in the Workplace

Even the longest-serving, most energetic and successful CEOs are going to exit the company at some point. If you serve on a Board of Directors, Succession Planning is a critical part of your responsibilities. For Boards of Directors, succession carries a different weight. Boards sit in a unique position: accountable to ownership for the company’s future, yet limited in authority to the CEO. That tension shapes the way you think about leadership transitions. The Weight of Stewardship For Boards, succession is more than a talent management process—it’s governance at its highest level. A Board must ensure there is a capable leader at the helm, today and tomorrow. A sudden change at the top can destabilize the company, your valuation and trust - with the team, your ownership and your customers. A Board must ensure the organization never faces that cliff. Authority Ends at the CEO—But Responsibility Doesn’t Boards don’t run the business. Their authority stops with hiring, evaluating, and (when necessary) replacing the CEO. Your accountability goes further though. Owners expect the Board to safeguard continuity, results, and enterprise value. That means as a Board you need to plan. How would you answer these? If the CEO stepped aside tomorrow, what’s our plan? How strong is the leadership bench below the CEO? Are we preparing the kind of leader the future will require? What does that mean for leadership style? Risk, Readiness, and Resilience Succession is fundamentally about risk management. Health issues, scandals, resignations—they rarely come with warning. The strongest Boards anticipate disruption by ensuring: A clear interim leadership plan exists. Communications are ready before they’re needed. Succession planning is not an afterthought, but part of your governance rhythm. Looking Forward, Not Just Replacing The mistake many organizations make is treating succession as a replacement exercise. But great Boards know succession is about the future. The next CEO should not simply mirror the last. Instead, Boards should be asking: What capabilities will this company need in five to ten years? Do we have the courage to appoint a leader with new skills, new perspectives, and diversity of thought? How do we balance continuity with transformation? The Effort is Ongoing The best Boards treat succession planning as part of what you do regularly, not a project. It's a standing agenda item. You view it as part of strategy, risk management, and governance—not an isolated activity. Closing Thought Succession planning gives your organization the gift of foresight. For Boards, it is less about control and more about stewardship. Owners, employees, and investors count on you to make sure the organization is never left without leadership. Done well, succession planning preserves continuity and also builds confidence, resilience, and the capacity to seize the future. Want to Dive Deeper? Check out our upcoming free webinar series: Special Session for Boards: How to Approach Succession Effectively, Monthly on the 1st Thursday @10:00AM. https://go.thryv.com/site/actioncoachdanecounty/online-scheduling?service=57zgp89swbhzzwgm