Are You Ready To Take Your Leadership Effectiveness To The Next Level? You Can By Applying These 4 Characteristics That Great Leaders Have In Common

As a leader, your attitude is your most important recourse. No matter where you are in your leadership career: experienced, a novice, or working your way there. Your attitude will determine your actions.

The right attitude can be a positive effect multiplier.

The wrong attitude can suck the life out of your people, team, and company.

“Attitude is more important than facts. It is more important than the past, than education, money, circumstances, than failures and success, than what other people think, say, or do. It is more important than appearance, ability, or skill. It will make or break a business, a home, a friendship, an organization.” ~ Charles R. Swindoll

Periodically examining your attitude is essential to the health of your team. Take stock for the following four components:

1. Realize you are responsible for the care of your people

Not your direct reports, not your staff, not your minions. Your people.

Each has unique talents, gifts, aspirations, goals, motivations, communication and learning styles. What will work for one may not work for another.

You’re entrusted to teach them, help them grown, and to evolve into giving their best for the greater good. (Whatever the greater good is from customer experience to creating a life-saving product.)

What are you doing to care for your people?

2. Lead out of eagerness to serve, not obligation

The best leaders are the ones who love to lead. Their idea of leadership is doing, not dictating (see #4). They want to help people get better. They want to make a difference. They want to be the one that removes obstacles for others. They want to be the one that elevates others.

What are you excited to bring to your team in 2020?

3. Be concerned for what you can give, not what you can get

Great leaders do not look at leadership as a necessary evil in advancing in their own career. They do not take a leadership position because it has great perks, but look at the people aspect as a burden.

What new skill, product, plan, project, or perspective can you bring to your team to help them?

4. Lead by example, not force

Shoulder-to-shoulder, arm-in-arm, boots on the ground. Great leaders are there in the thick when things are not great. They are also in the background, boosting their people up when things are wonderful.

They remove obstacles, they listen, they learn, they provide the tools or resource their people need to succeed. They don’t blame, they look to resolve.

They don’t command respect with a do-it-or-else attitude. They earn respect by walking the walk and demonstrating the first three qualities. They motivate with enthusiasm and a sense of purpose, not with threats.

How would your team rate you one this? Can you come up with an example of how you lead by example?


We’ve all known a great leader. They are the ones who are the reason you stayed in that crappy job for so long, because you didn’t want to leave them. I’ve had more than one. Mr. Sulllivan, Marty are two of my most favorite leaders who made a huge impact on me.

These concepts apply not only to your people, but to your tasks. How we approach not only our people, but our responsibilities can influence your attitude as a leader and, in turn, your effectiveness.

For me, every once in a while, I have to give myself gentle reminders about eagerness not obligation. Sometimes, when quite busy, details can morph into minutia, which feeds into a mindset of ‘have to’. I remind myself that every piece is important. Without the pebbles in the pea gravel, no foundation can be laid.

As we start this new year, instead of making a New Year’s Resolution, let’s resolve to take a look at our attitude. Is there any room for tweaking to take us from a good to great leader?


As an award winning, published, triple certified Professional Resume Writer, Career Coach & Social Media Brand Analyst I do what I love – help amazing professionals get career happy.


Click here – Career Polish – to find out more or set up a time for us to have a conversation!

The Undeniable, Frightening, Liberating, Neglected Superpower of “No”

“No” was my son’s favorite word when he was learning to communicate. His answer to almost every question. He was so happy when he said it. “No”. Boom. Then on his way.

I don’t think I was like that as a child. I don’t think I knew “no” was an option.

How many of us grew up knowing you don’t tell your parents “no”? Then when you get older, you don’t tell your family “no”. Or your friends. Especially when they need your help. Be a good child, sibling, parent – always help when you can.

This concept continues to morph into your work, neighborhood, and community families.  If someone needs something, and you can help, you don’t say “no”.


The myth, the guilt.

It is rude to say no. It is selfish to say no. It is wrong to say no.


It took me a long, long (decades) time to be able to respond with that. What I learned is we need to say no. For our health. All our health – mental, physical, spiritual, emotional and financial.

Just because you can, doesn’t mean you have to. Your time, talents and sanity are valuable. If you give them all away to everyone else, what’s left for you? How can you give if you have nothing left? How can you give of value when you’re depleted?

It is not selfish; it is self-care.

I love the argument that you are being selfish by saying no. So wait, it is selfish of me to think of myself, you want me to think of YOU instead. Hmmm….isn’t that YOU being selfish?

I am a believer in giving. Your time, talent, resources, positive thoughts – anything you can offer in a healthy way to help others. Notice I put in there a healthy way?

There are also different ways we can be saying “no”: not completely “no”, not right now “no”, not to the whole thing “no”. No matter what your “no”, let’s get into the healthy business of saying “no”.

“No” scenario options.

Not ready to commit options: Let me think about this. I need to consider this a bit more. I’m not ready to say yes or no right now, let me do more research.

Not right now options: I do want to help, just not this week/month – it’s packed …. how about (offer alternative)

Not the whole enchilada options: That’s a huge commitment, that i can’t do right now, however, I would love to help with … (a smaller piece)

Simply no options: I’m sorry I can’t, but I appreciate the offer. Thank you for thinking of me, I am just not able to. I think I will pass, thanks for asking me.

Gentle reminders for no.

Get comfortable with saying the word “no”. If you don’t come right out and say “no”, at least put in the negative meaning. For each of the above, there is a “no” or a negative in there.

Be firm and polite. If one of the first statements don’t work, follow up with “No thank you.” Short, simple.

You do not need to give a long drawn out excuse. You don’t want to. Period. As simple as that.

Replace the poison word.

But. That is the poison word. Any time you use ‘but’ in a sentence the listener has a Pavlovian response. They know everything before “but” it was rubbish and your real intent is what came after it.

Replace but with however, yet, or eliminate it all together. Using a bridge into a softer blow can help the listener accept your answer. Be prepared to do a firmer, softer, still polite, follow up no. They might see it as an opening for “persuasion”.

Follow up nos.

  • No thanks.
  • No thank you.
  • Not for me, thank you.
  • I’m afraid I can’t, thanks for thinking of me though.
  • I’d rather not, thanks.

Permissions for saying no.

You do not owe anyone an explanation – this is for personal “no”s. Your boss is going to need a reason.

Trust your gut. If something inside is screaming “don’t do it!” then don’t. Say “No thank you”.

It is scary to say “no”. For a lot of us, it goes against our upbrining, culture, and implications we have been living with for a very long, long time. It’s okay. It will take some practice – and courage. (if you need extra help, see the end of this article for The Power of No program info)

Remember, when someone is accusing you of being selfish, that means they are not thinking of you. They want you to ignore your health and make them a priority. It’s all about them. This is passive aggressive manipulation. Recognize it, don’t’ get sucked into it.

You are not a bad person for saying “no”. If someone makes you feel guilty or ends a relationship because you prioritize your health and yourself, is it – or was it – a healthy or valuable relationship for you?

This is for your health – remember that. You are important. You matter. This is your right. Don’t allow someone to bully you into saying yes, making you feel guilty or prove your reason worthy.

You can do this. For your health, you must do this. You’ve got this! Take some baby steps and soon you will be comfortable and empowered by that little word – no.



If you find you still struggle with saying no, let’s talk. We can work through our Power of No Program that will help you identify:

  • where you need to say no more
  • beliefs stopping you from saying “no”
  • your priorities for clarity

We will help you use techniques and a three-step action plan to be able to say “no” when you need to!

Click here Let’s Talk! to schedule a free consultation today so you can fully embrace the undeniable, liberating, superpower of “No”.

As a triple certified as a Professional Resume Writer, Career Coach and Social Media Brand Analyst I help amazing professionals get career happy.
Click here –– to find out more.

Be Like Ray – Know & Appreciate Your Legacy


What do you think of when you hear “The Wizard of Oz”?

“I’ll get you my pretty, and your little dog too!”

“Toto, I’ve a feeling we’re not in Kansas anymore”

Or do you start singing “If I only had a brain….”

I loved the Scarecrow. The whole time he longed for a brain, but he was the one throughout their journey that pretty much had all the ideas!

Ray Bolger, the wonderful actor who portrayed the Scarecrow was once asked if he was upset that he did not receive royalties for the movie. His response was wonderful:

I have something better, immortality

That is his legacy, and what a legacy it is.

Now is the time of year that many take stock of the ending year, then look to the next with enthusiasm and perhaps a new sense of purpose. If you are one to make resolutions, might I suggest that they be based on this one question: what is your legacy? Or better yet – what do you want your legacy to be?

A summary of a dictionary definition of legacy is a gift or something left behind to others. What are you giving to others, what are you leaving them with, what gifts are you giving them?

As a contributor – what gifts are you giving your teammates and your clients?

As a leader – what gifts are you giving your team and your organization?

As an individual – what gifts are giving to your family and friends?

Your legacy is not limited to one aspect of your life. It spans across all those that you come into contact with and beyond. The most important starting point is this question:

What are you giving yourself.

If you do not take care of yourself, treat yourself as valuable, how can you add value to anyone else?

Start refocusing on you by practicing these attributes:

  • Know thyself – be honest about your strengths, set goals and believe in a vision.
  • Encourage and uplift – Set stretch goals and provide encouragement and a roadmap for achieving them.
  • Communicate clearly – let there be no ambiguity in what you expect and what you will do. Stay focused.
  • Set boundaries – be clear on what is acceptable and what is not and but your bite behind your bark.
  • Appreciate fully – genuinely give thanks when thanks are due. Celebrate victories no matter how small and use them to inspire.
  • Be human – ask for help when needed, don’t get tripped up on mistakes – use them to learn. Empathize. Take a step back to look at the whole picture. Remember you are not superhuman – great things are achieved with collaboration.
  • Believe – in yourself, in the greater good, in your vision, in others, in the possibilities.

Practice these with yourself and you can then transition them to others. In doing so, you will leave a truly great legacy.


A little about me: I do what I love: help leaders break out of a suffocating corporate existence and into a position and place that renews their brilliance.

As the Founder and Principle of Career Polish, Inc., a national career personal branding firm, I am an Executive Brand Strategist, Resume Writer and Career Coach. I work with individual clients, companies, leadership and teams to identify, strengthen and effectively communicate their brand, engagement, commitment and most importantly – their value – by learning and leveraging personal branding as applied to LinkedIn, resumes, networking, communication, relationship management, presence and influence.

Click here – CareerPolish – to find out more about how we can help you.

★ To get all my latest articles, click the “Yes Please!” button on the right ★

Staying In Middle Management Hell – What Are You Telling Your Staff?

Middle Management Hell
Not long ago I wrote an article about the lessons I learned in my first foray into management. I use that word intentionally – management – not leadership. I had not training, no mentoring and no clue.

The other day someone told me after reading that article they wondered, in applying it to themselves, if it meant ‘suck it up cupcake’ or ‘time to leave’. That is a question that can only be answered by the individual.

To read that article, click here: 4 Lessons Learned Surviving My First Leadership Role – Barely

However, she asked a wonderful question, one that I felt so important that it deserved its own article.

She said, “But what will my staff do if I leave?”

This was not meant as a, ‘they can’t get their job done without me’ type question, it was more of a ‘who is going to protect them’ question.

She is in a situation in which she leads a team and reports to the executive management team. Again, I use these words intentionally.

Her boss and his cohorts are not leaders. They diminish her on multiple layers, deflate her sense of worth, demean her contributions and devalue her leadership. This is done on a daily basis in subtle and not so subtle ways, in front of the executive team, her team and anyone else around.

She is a generous person who truly cares about her staff. She wants them to succeed and be happy at their firm. Her fear is that if she leaves the bad behavior will be directed to her staff without her there as a buffer.

My question to her was what happens if you stay? Not just to you professionally and personally; but more importantly: will they think that being mistreated is acceptable because you accept it?

By being a buffer, how much are you protecting them? They most likely stay in the firm because of her and they like their jobs. Of course, you do not want to see your staff injured in any manner, professionally, mentally or emotionally.

Being the shield between a bad big boss and your staff becomes second nature; a fixer transforms into a buffer. You take punches from above and keep a good staff shielded, productive and happy. You take all the hits and this compromises your professional, mental and emotional health – possibly leading to your physical health. You sacrifice so much to make sure your staff is protected.

But they are not.

They see the punches, the disrespect and the horrible way in which you are treated.

You are not a martyr, you are a punching bag.

If they do not know any better, they may think this is the way management works. They may become conditioned to do their jobs in fear rather than a positive prospective like joy, passion or commitment. They may let go of any ambition to move up in their career for fear of being treated like you are treated. They may lose respect for their direct leader due to allowing bad behavior from the big boss.

Staying in a crappy middle management job is not doing you or your staff any favors. It helps all of you to find an environment that is positive, supportive and in line with your professional mission, goals and aspirations. You get the heck out of there and they have a more clear view that the management behavior is not acceptable. You did not have to put up with it, left and are happy; and they can do the same.


I help identify and set a path to achieve individual career and company goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move up or move on in your career; expand your book of business, grow your company and strengthen your team.


Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a speaker and seminar facilitator at companies and professional organizations speaking to leadership, sales, teams, transitioning/downsized employees and networking groups about career mobility, personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

4 Lessons Learned Surviving My First Leadership Role – Barely


My first foray into leadership was a way to keep a job. It was either advance into the unknown or advance to the unemployment line.

Considering I had a young son at home, it was not a hard decision.

One day I was part of a group, the next I was the leader. It did not equate in my head and it certainly did not translate well in the minds of some of my former peers.

There were benefits to being promoted to a leadership position and they were tempered with drawbacks:

  • More pay, countered by a salary which meant 40 hours was now considered part time.
  • A title that would look good on a resume, countered by resentment by my former peers and the added bonus of not being respected by colleagues who still saw me as “just one of the girls”
  • The chance to learn new things, countered with anxiety from realizing I knew nothing at all beyond my previous scope.
  • The chance to be seen and recognized by executive leadership and possibly move up in the organization, countered with the spotlight always on and feeling like I was constantly under a microscope from, and failing, both sides of the field.

It was a field, literally feeling like a battlefield some days.

My supervisor was kind in teaching me my new responsibilities. She was patient, extremely knowledgeable and kind. She also told me the worst thing I had heard to that point in my career:

“You realize, no one is going to like you now. You get used to being alone at work.”


I thought that couldn’t possibly be true, I was a likeable person. My former peers liked me, we had lunch together and laughed. Just because I am now doing something a little different, they can’t not like me for that.

Oh yes, they can.

I was no longer invited to lunches and conversations stopped when I approached. I was an outsider not by anything that I had done, but by a title I accepted.

Mean things were said and I heard my mom’s voice in my head, “Be the bigger person; two wrongs do not make a right.” Plus, I didn’t’ think my supervisor would accept the reason for unprofessional behavior of, “She started it.”

Lesson One: Do Not Take It Personally

There were several departments that I now had to interact with and have decision making in; I knew nothing about them really.

The first couple of weeks I was in full panic mode thinking the only way I was going to earn any respect was to, within two weeks, learn everyone’s job and how they did it.

That faded fast.

Lesson Two: You Do Not Have To Know Everything

I was now partnering with co-workers who I used to report to and support. They treated me like I was their secretary and blew me off.

Most of them were men and would “tease” me, which is a nice way of saying a form of schoolhouse, playground bullying on the gentler side of the scale. I heard a lot of “girl” and “gal” as a constant reminder I was not one of the boys.

Lesson Three: They Will See You For What You Present Yourself To Be

I started to see processes that were duplicating efforts or just made no sense in the way they were being done. When I brought this up to my supervisor, I was told it was the way it had always been done, or I was still too new to really know better. Shot down at every turn.

Lesson Four: If They Are Not Going To Hold The Door Open For You, Open It Yourself

In the beginning, it was a constant battle ending each night like I had just stepped out of the ring and got the crap knocked out of me by a prize fighter. I would put on a happy face at work then lick my wounds on the way home then put on the happy face for my son.

I lived a lie all the time and I got tired of it.

I had no leadership training, no tips on how to be a good manager, time management, communication or relationship building – no mentoring.

I was thrown into the wolves like entertainment akin to the Roman Coliseum Fights.

Lesson Five: Opportunities Are What You Make Of Them

I had enough. I realized that I was ruining an opportunity I was given. I had a chance to learn and grow as a person in this position and it was about time that I appreciate the gift I was given.

I drew upon something my dad had taught me: if you do not stand up for yourself, no one else is going to.

I decided I was either going to kick this opportunity’s butt or I was going to go down in flames, either way, it would be one heck of a ride. This is not a management style that I would recommend.


Not everyone hated me, maybe just a few. They only made my life hell if I let them.

I stopped responding. I learned to control my body language to not give away that I was either hurt or ticked off.

I was polite, patient and skipped over the nasty comments.

I was consistent in my actions and words. I treated everyone with respect even when they did not deserve it, even if I did not personally like them. I focused on the value they brought to the table instead of the personality and I made sure to recognize them for that value.

I approached my team members and asked for their help. I explained what we were trying to do, recognized them for their expertise and told them I needed their help.

I asked questions as to why they did things the way they did and made it clear that I was not judging or confronting, I wanted to learn and understand.

I had no hesitation in admitting when I did not know something. If someone gave me kudos for something, I recognized the team and the team members that made it happen. I shined the light on them for their value they gave every day to the organization.

Growing up with boys helped, I knew how to talk boy. I also had a son at home so I knew how to use the mom voice when I needed to and to quiet the schoolyard blowhards.

They wanted to make sure I knew I was not one of the boys – damn straight – I’m a girl!

I moved across the office from one of the leaders and the blowhards were having a grand time. One told me, “You better watch out, when he gets mad he throws things out of his office!”

I calmly looked at him and then the gentleman in question and replied, “That’s okay, I’ll just throw it back – and I don’t throw like a girl.” I smiled sweetly (as my mother would tell me to do) and walked away.

No, I am not one of the boys, but you are not going to pull my pigtails, either.

Tired of trying to change things and being told “it has always been done that way” or not being there long enough, I stopped asking for permission.

I started small, just little tasks or projects that I recreated, applied and then showed to my supervisor. At first there was pushback, but since I had started earning the trust of my team, they would let her know how these changes had helped them do their job.

In time, she began to trust me when I had an idea, although not completely and sometimes it was a tug of war, but I persisted. I also told her that I valued her opinion and I would really like her thoughts on a new way when presenting bigger ideas. We began to partner.

I started keeping a mental list of accomplishments and things I learned each day and reviewed them on my way home. I stopped beating myself up for mistakes, and I made many, and focused on the positives.

The lions and I made peace.


Nearly 20 years later I am now coaching on leadership, communication, moving careers and businesses forward. Although the journey has not always been a pleasant or smooth one, I cherish every twist and turn because it allows me to connect.

For those venturing into leadership for the first time know this: no CEO started as a CEO.

After many years of leadership, development and coaching, may I humbly offer the following bits of advice:

  • Take head from the lessons and paths of others.
  • Find a mentor.
  • Believe in yourself.
  • Accept your flaws, amplify your strengths.
  • Learn to laugh at yourself.
  • Learn to ask and more importantly, learn to listen.
  • Do not try to please everyone – it will never happen.
  • Love and appreciate yourself.
  • Take care of yourself.
  • Get a hobby outside of work, get a life outside of work.

And lastly:

  • To heck with not being afraid to fail – embrace failing miserably! That is where your greatest lessons come that lead to your greatest successes. Plus it is a lot more fun when you free yourself!


I help identify and set a path to achieve individual career and company goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move up or move on in your career; expand your book of business, grow your company and strengthen your team.

★ In order to be kept up to date on all my articles, please visit: ★
★ Click the “Yes Please!” button on the right side. ★
★ I respect your right and do not sell or share your valuable information. ★

Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a speaker and seminar facilitator at companies and professional organizations speaking to leadership, sales, teams, transitioning/downsized employees and networking groups about career mobility, personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

Why Your Employees Are Calling Me To Help Them Leave You

yeah that would be great

If you are any way responsible for employees at your organization, I have a truth you may not want to hear: either you take care of your employees now or I’ll be taking care of them soon.

I am a Professional Resume Writer and Career Coach, I help people find the jobs they want rather than the ones they have. Your employees may be talking to me now and you do not know it; you probably will not know until it is too late.

According to Gallup Workforce Panel study 51% of employees are considering a new job, 2015.

There are severe consequences to losing an employee including major costs. According to a, employee departures total costs can reach as high as 90% – 200% of their annual salary. This includes time, money and resources. A departure can also significantly impact engagement within remaining employees.

They are not all leaving for promotions; many are leaving for a lateral move.

It is not just about money. It is about personal satisfaction.

You could be losing your staff and it can be avoided.  Employees leave for a variety of reasons; however, they can generally be categorized within five areas, which may overlap:


According to the Gallup study, 58-60% of individuals said the new job allowed them to do what they do best, as opposed to 41-49% that left due to a significantly increasing their income.

This is a sentiment that is becoming more and more common. A client perfectly illustrated this point by saying, “I can go anywhere and make good money. Where I am, I am bored. I need to be challenged. I can do what I do where I am with my eyes closed. I hate it.”

Broken promises

This can come in many different forms:

A promise of advancement or pay increase after a probationary or specific time period.

A misalignment of what they were told they were going to do and what is being asked of them.

The company culture is not at all what was represented in the interview.


Employees know they bring value to the table; it is nice to be recognized for it. They do not want to feel like a nameless face. One of the worst feelings for an employee is to know that their leadership not only does not know anything about them, they do not care.

An employee may go the extra mile to make something happen for a client and never hear a word from their leadership.  It is worse to hear that that is their job, they should go the extra mile.

They have strengths and ambitions that they have tried to discuss with their leadership only to be responded to with brush off comments.  Now is not the time, we really can’t spare you right now or I don’t know why you would want to do that, it’s not your job.

Pay that does not meet industry or market standards is another form of lack of appreciation.  Income is a motivator, it may not be every employee’s primary motivator; however, it is a significant factor.


Leadership diminishes the value of their employees when an employee volunteers or requests to take on additional responsibilities or learn new tasks and is met with, “I know you could do more, but we really need you to just do what you are doing right now.”

Another form of under-utilization is not listening to employees.  They know.  They know about the clients, failings in the processes or opportunities to improve service or products.  By failing to ask and worse – listen – to employees leadership is under-utilizing its most valuable asset.


The gamut of bad environments include being unclear of what is expected of them (and worse, getting bad reviews because of it), favoritism, bullying, strong-arming them to stay, increased responsibility without increased pay and sabotage.

What You Can Do Now

  • Talk to them – make it a two way conversation. Do not assume that everyone is just fine because they do not complain. Not complaining does not mean they are happy.
  • Make sure their compensation is right. Throwing money at them when they are on the way out is not the time.
  • Find out what excites or motivates them: opportunity, income, growth, personal fulfillment, empowerment or stability.
  • Find out what frustrates them and what can be changed. Have an honest conversation about this.
  • Discover their strengths, find out their ambitions and help them align the two areas.
  • Help them grow: develop a plan that meets their personal learning style and strengths – one size does not fit all.
  • Treat them as a treasured, valuable employee that you are grooming to leave for a higher position. They may get recruited for another position, but if they feel valued where they are and the rest of their needs are met, they will stay with you, because you value them and allow them to grow.
  • Have continual conversations, set benchmarks, establish deadlines, follow up and ask them for their feedback.

There is a theory that for a successful long term personal relationship, you should treat your partner the way you did when you were dating; the same could be applied to your employee work relationship. You should view them as a valuable investment worthy of your time, attention and mentorship.

We have all heard the saying, “Nobody is irreplaceable”, that holds true for employers, as well. If a company does not create an environment that fulfills them, they will replace that company.

Know What You Are Not To Excel In Your Career

my toolkitMy grandfather was an electrician and my father was a diesel mechanic. I am neither an electrician nor a mechanic. I use two things: duct tape and WD-40, what cannot be solved with one is solved with the other. Okay, occasionally I use a hammer…

I do have my own set of tools, a jigsaw, sawsaw (that’s what I call it), circular saw, table saw, levels, socket set, wire cutters and lots of other toys. I can use each one, although I do not have mastery of any.

This was quite obvious in a recent project.

I was changing out electrical outlets and light switches in all the rooms in my home from the almond to white. I love the white, so clean and fresh! I followed all the appropriate steps: turned off breakers, ensured no power to each item, had my wire cutters, flat head and Philips screw drivers and new switches/outlets.

I did pretty well, actually getting on a roll. I learned how to change plug in from the back to screw in to the side outlets and light switches. I made sure to put the wires in the new reciprocals exactly as they were in the old ones. I am woman, hear me roar!

I roared alright, right after only one of the three light switches worked in both bathrooms. Are you kidding me? I did it exactly as it was before – what happened?

What happened is I am not an electrician. That’s what happened.

My boyfriend provides gentle reminders that I am not a mechanical wizard. I will be working on a project and he will come up, in the most gentle and respectful way, and say, “Here honey, let me help.”

This is code for “good lord girl, let me take this over before you blow up the house.”

Do you know how frustrating it is to struggle with something for a half an hour and have someone come up and complete it in thirty seconds? Very. Very, very, very frustrating.

But here is the thing – I am not an electrician or a mechanic. My boyfriend pretty much is. Those are his strengths, not mine. The reason we work so well together is that we appreciate and recognize each other’s strengths – and weaknesses. We are that weird couple that actually enjoy finding and doing projects together.

We cannot individually be all things to each other in our relationship. He is the time/calendar structured person that can herd cats in a single bound and accomplish more in one day than most people can in a week. I am the creative, communicative, go with the flow, “flower child” as he calls me that adapts easily to whatever is thrown in the path and finds a way to make those lemons into garnishes for mojitos.

We also have similar qualities that work well: we are independent, driven, family oriented, big picture, very sarcastic, appreciate the moment kind of people.  We are a true partnership and it works very, very well for us.

Your career is a series of relationships.

You may have one that your partner does nothing but take from you and never supports your needs or goals. You may have one that they are unfaithful, giving all the best opportunities to someone else. Another might be a great learning experience, with them teaching you more about yourself than you knew. Eventually you find partnerships that allow you to contribute and receive, fulfilling your needs and goals and theirs.

There are two key factors to any relationship. The first is knowing who you are, what you like, what you want, what you will accept and what you will not.

The second is knowing your strengths and weaknesses. What can you give, what can you not, what are you willing to learn to be able to give and what are you not. These things change as you grow older and experience different situations, environments and relationships.

Remember, during each phase of your career – each relationship – it is your choice. You are never stuck anywhere. If it does not suit you it is not your obligation or requirement to stay just to make someone else happy. This makes you miserable and as such you cannot possibly give your greatest gifts to others.

If I were to give one piece of advice it would be this: be selfish. We have put such a negative connotation to being selfish. Oh, you will hear others tell you that you should think of others, that you are being selfish. What they are really saying is that you should not think of yourself, you should think of them.

You deserve to be selfish, it is a requirement! I mean selfish in a way of taking care of yourself. Define what makes you happy, pamper yourself by unplugging and enjoying only what it is that you enjoy doing. To get really flower child on you – until you learn to love yourself, how can you love anyone else?

Until you know your strengths, how can you provide real value to others? Until you know your weaknesses how can you appreciate and ask for them from others? Knowing yourself is a matter of respect. You learn to respect your strengths and learn to appreciate the strengths of others that happen to be your weaknesses.

Each relationship, each job or team, is a balance of individual strengths and weaknesses, respect and honor. When you find that balance between yourself, others and the relationships you know you have found a winner.


I hope you enjoyed this article and it provided value for you. If so, please click on the follow button so I may continue to share valuable content with you or the share buttons to share with your network.

I help people identify and set a path to achieve their career goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move in, move up or move on in your career; expand your book of business or territory, grow your company and strengthen your team.


Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a favorite speaker and seminar facilitator at colleges, professional organizations and companies around the US speaking to leadership, sales and athletic teams; transitioning/downsized employees and networking groups about personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

The 4 Key Combination to Effective Communication

communicatingHave you ever made a statement or a request and the result you get is completely different than what you expected?

How did that happen? How did the other person or persons misunderstand?

You were absolutely clear, crystal clear; there was no room for doubt.

Well, not exactly.

No matter how clear you thought you were, no matter how much sense it made in your own mind, you were not clear to your audience. There was a breakdown in communication.

There is a four key combination to effective communication: know your audience, know what is important to them, know how they listen and know your style.

1. Know Your Audience

If you are a parent you will or have no doubt experienced this phenomenon. When I would tell my son to clean his room I mistakenly thought that was clear. It was obvious from the result that it was not.

My best friend has two teenagers who are very close. Her son is very protective and takes a fatherly role with his sister. He mentioned not too long ago that he was frustrated because she did not open up to him as much as she used to and he felt did not listen when he gave her advice.

I had a team that was made up of a wonderful group of people all with different backgrounds, goals and stages in life. Some wanted to move up the corporate ladder, some worked to fill time, some were single parents dependent upon a paycheck, some were getting an education in a different field and some were new to the industry.

2. Know What is Important

For my son the most important item to cleaning his room is getting it done quickly.

For my best friend’s son it was being heard and appreciated for being the big brother and taking care of his sister.

For my team there were multiple factors including praise, growth, recognition, advancement or bonus.

There are no right or wrong motivations so there should be no judgement on why you need to incorporate what is important to them in your message.

If you incorporate their need into your message you are more likely to get buy in and clarity.

Although it is perfectly acceptable to give the reason “because I said so” to your children, it is not in the working world.

3. Know How They Listen

My son listens with an emphasis on omission. If I do not say it than it is not assumed or done. I learned that I had to spell out what I wanted and not assume one step logically lead to another. I made checklists. He would get frustrated and think I was oversimplifying the process; however, the result was what I wanted and the process was made much easier for him.

For my best friend’s daughter, it was triggers. Hearing her brother say things like, “You need to” or anything that took on a commanding position put up a wall. I suggested to her brother that he talk with her as her brother, from a guy’s perspective. The first time he applied this tactic she responded in a positive way saying she had not thought about the situation from that perspective and she followed his advice.

For my team the listening style varied. Some were black and white, straight to the point kind of listeners. Others were paint the picture with color and flowing lines. If I tried to use all the colors of the rainbow with the straight line listeners, I would lose them – quickly.

If I tried the black and white method with the whole picture listeners, I would confuse them and leave them without all the necessary information to complete the task. I then incorporated their needs into the communication style. In asking various team members for a report the request would vary depending upon the team member:

“We need this report to give to the management team to help them project next month’s numbers.”
“We need to get this report to management and I want you to put it together because I think it would be a great opportunity for you to learn this system, which is used a lot in the position you want.”
“We need to put together this report and I want you to lead it so management sees you as the go to person.”
“We need to get this report together and you know this system better than anyone else, I truly appreciate your skill on this.”

4. Know Your Style

I am an over-analyzer. When I look at a challenge I see it from a multitude of angles, possibilities, challenges and options. I could have several scenarios running through my head at one time. My brain takes multi-tasking to another level. If I were to verbalize my thoughts it would make other people’s heads explode.

My natural inclination is to give all the details – paint the picture with all the colors of the rainbow and every possible twist and turn. It was only from an awareness of my natural communication style that I could learn how to communicate in the straight line method.

Self-awareness gives opportunity for growth and an improved skill set. I am now able to fluctuate between the two for the most effective communication style for my audience. Yet there was one more factor that I need to add: learn to ask and take responsibility.

Learn to Ask and Take Responsibility

Sometimes just a little tweak can make a huge improvement on communication, respect, trust and results. Instead of barking orders, you engage and gain buy in. This builds respect, which in turn leads to shared accountability for the task and a greater effort for the desired result.

It is not always easy to determine a listening style and adapt your own communication style to your audience. The fastest and easiest way to do this is to ask your audience.

When I first work with a team or individuals I often will ask questions like, “does that make sense?” “what do you think?” “how do you see this?” Ask questions that will give you clues to what is important to them, if they like colors or black and white and how they listen.

I also put the onus on me. I will tell the group or individual that I know that sometimes my communication is not clear, what I think in my head is not the same that comes out of my mouth so I want to make sure they can understand me and we are on the same page. I reiterate that it is important to me that I communicate effectively without overkill.

This way I have set the stage that what they think is important, I am not trying to bully or demand rather I am looking for engagement and commitment and I am willing to change my methods for what works best for them.

I also take responsibility to get more information from them to make sure I do not drop the ball in receiving information, not just giving it. If something is said that could possibly be taken in more than one way, I ask. I preface with “I am not challenging you or doubting you, I just want to make sure I fully understand…”

Letting a boss know that I want to do a good job so I want to make sure that I am clear on expectations goes a long way and is much better than assuming and screwing it up. I have assumed, I have screwed up – it is not pretty nor is it fun.

This is in direct conflict with good ol’ Abe in better to remain silent and be thought a fool than to speak out and remove all doubt. I would rather look like an idiot for a moment and end up being on the same page.

Sometimes leadership feels they have to know all the answers and get it right every time. Take away that title and you are still human. People have different motivations, communication styles, expectations, fears, ambitions, goals and motives. How can you possibly know all this information without asking?

Do not be afraid to ask, to go out on a limb and tell your team that you do not always know the best way to communicate and for that you need their help. I have yet had an occasion when clarifying with a team or staff member hinders my credibility or authority. It has actually proven the opposite, it has been respected because it proves I care enough about the project, its effects and the people involved to get it right, even by admitting there are things I do not know.


I hope you enjoyed this article and it provided value for you. If so, please click on the follow button so I may continue to share valuable content with you or the share buttons to share with your network.

I help people identify and set a path to achieve their career goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move in, move up or move on in your career; expand your book of business or territory, grow your company and strengthen your team.


Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a favorite speaker and seminar facilitator at colleges, professional organizations and companies around the US speaking to leadership, sales and athletic teams; transitioning/downsized employees and networking groups about personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

Resumes: How to Demonstrate Remarkable Leadership

leader standingAs a Professional Resume Writer, I know how to make things sound good on paper. More importantly, I know that all too often value is not represented on a resume.

All too often resumes are a compilation of duties, a rehash of a job description. This only tells the reader what you were hired to do, not what you did. Just because you listed a duty on your resume does not mean you did it well.

Leadership is a combination of competency, adaptability, character, authenticity and accountability. Demonstrating these on your resume opens the door for conversations. The key is demonstration rather than simply stating. Here are some items to consider when writing your resume to highlight each area:


A prepared thirty second answer to a question can easily portray authenticity, but true authenticity is demonstrated as a constant throughout their career, even during down periods or setbacks. Can you demonstrate growth, success or value during the periods of your career that were off your path?

Are you authentic to your teams? Do you hire people smarter or better than you, do you encourage and expect teams to grow in their positions, do you expect your teams to set and achieve personal and professional goals important to them even at the risk of losing them on your team?


The greatest leaders I have worked with and interviewed all are horrible about talking about themselves because they see the truest and most important value in the people they lead. Do you take ownership of the failures and give praise for the successes? Do you support, encourage and have the backs of your team?


How do you demonstrate support of your leadership and teams? Do you assume ownership of propelling your team as a whole and each individual? Do you have consistent expectations of yourself, your teams and your leadership? Do you go above and beyond without being asked or need for recognition?


The only constant is change. How do you adapt to change, approach it, leverage it and lead people through it? How inclusive is your team – do you solicit feedback, do you listen and adapt based on input? Do you surround yourself with people better than yourself to raise your abilities, insight and performance to react in the best interest of the team, company and clients?


This is an obvious – can you do the job. Beyond having the required experiences and skills, have you grown in your capabilities? How do you approach tasks or projects, what skills do you utilize to optimize changes, setbacks and expectations? How have you made improvements and accomplished your successes? How do you set goals, kept teams accountable and delivered at or beyond expectations?

These qualities are not defined in a single, well penned bullet point. They are qualities that are demonstrated through actions consistently throughout your career and each position.

Creating a mindset of demonstration is vital in conveying value rather than duty. When evaluating your career, think about what you did, how you did it, what skills were used, who did you work with, how did you work with them, who received value from you doing what you do and what impact that value made.

Translating answers to the above questions will produce a solid resume of demonstrative statements proving you are a remarkable leader rather than a page of empty proclamations.


I hope you enjoyed this article and it provided value for you. If so, please click on the follow button so I may continue to share valuable content with you or the share buttons to share with your network.

I help people identify and set a path to achieve their career goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move in, move up or move on in your career; expand your book of business or territory, grow your company and strengthen your team.


Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a favorite speaker and seminar facilitator at colleges, professional organizations and companies around the US speaking to leadership, sales and athletic teams; transitioning/downsized employees and networking groups about personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

The Leadership Balance – Stop Giving Yourself Away

leaderI have the absolute joy and pleasure of working with amazing individuals who change the course of companies, industries and employees’ futures through their leadership. They are admired, decisive, respected and the epitome of what future leaders aspire to become.

I have found an interesting correlations about CEOs, CIOs, CFOs, COOs, Directors, Founders and Executives from various industries who are the most influential and impactful leaders; they all have one thing in common: they absolutely stink at talking about themselves.

No kidding.

These professionals can command a boardroom and mesmerize, engage and electrify thousands of employees at company meetings, but asked to talk about themselves – it is a whole different story.

They are humble, but in a horrifyingly dismissive way. There is a time and a place for modesty. When creating a brand strategy or positioning yourself for a new challenge and direction, that is not the time nor the place.

There seems to be an overall preemptive approach that they assume – they do not want to come across as cocky, arrogant, a know-it-all etc.

There is a difference between cocky and confident.

Cocky is telling everyone that you are the best, without verification, proof or demonstration.

Confident is telling people what you do and the value it brings allowing them to make the connection and know you are the best because you have proven yourself through demonstration.

I have the conversation often with executives about presenting themselves without diminishing their value. They give themselves away boosting their teams yet costing them their identity and value.

Not too long ago, I was talking to an executive and I pointed out that he was falling into this trap. He said he never made the connection, even though he recently had an interview in which he boasted about his team and the interviewer replied, with a bit of exasperation – “I’ve heard enough about your team, what did you do?”

Talking with another client, he mentioned that he did not want to appear that he did everything in the company and was fearful that if asked about specifics of lower level positions, he would not be able to answer because he did not do the day-to-day work.

I told him that as a leader, he created the vision and strategy; he drives fruition by putting the right people in place and overseeing the implementation.

As a leader, you are not expected to complete all the day to day tasks, that is what your team is for; you do not even oversee the day to day management of the tasks, that is what your management team is for; you are the leader.

Leader: lead·er ˈlēdər noun: the person who leads or commands a group, organization, or country

Executive: ex·ec·u·tive iɡˈzekyədiv adjective: having the power to put plans, actions, or laws into effect; noun: a person with senior managerial responsibility in a business organization.

“Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.” ~ Ronald Reagan

The balance of telling your story as an executive leader is knowing your strengths and your value. Part of your strength is knowing what you do not or do not need to know and what you can delegate, this is when putting the right team in place is important – and that is another value that you add.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” ~ Jack Welch

Leaders build people. They mentor, they identify and motivate and they do this on a continual basis. They create succession plans for positions, companies and individuals. Leaders give and by giving they grow and create greater value.

“Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” ~ Peter Drucker

Leaders know their clients and have a passion for value and profits. To provide greater value, you need greater revenue streams to give more, achieve more and be of greater relevance. They take calculate risks, make hard decisions and know the landscape to turn the clichés of “we can’t do that” or “it’s never been done before” into realities.

It is admirable to want to give credit where credit is due, and yes, it should be done; however, not at the expense of your value as a leader.

One executive that I coached told me he knew what he was good at and he knows what he is doing. When I asked him why he is not telling that story, he told me it sounded like bragging. I told him two things:

1. If you tell the story of what you do, how you do it and the value that is received then you are not bragging, you are simply stating facts.
2. If you do not tell your story, who will?

The leadership balance is between complete modesty by giving away or diminishing your value and stating you are the be-all-end-all without demonstrated substantive evidence. Meet yourself in the middle to remain true to yourself and position yourself as the leader that you are and that people want leading their company and their teams.


I help people identify and set a path to achieve their career goals by using the V Formula:

Your Value + Your Voice = Visibility

Visibility is the leverage to move in, move up or move on in your career; expand your book of business or territory, grow your company and strengthen your team.


Lisa K. McDonald, Owner and Principal of Career Polish, Inc. is a favorite speaker and seminar facilitator at colleges, professional organizations and companies around the US speaking to leadership, sales and athletic teams; transitioning/downsized employees and networking groups about personal branding, networking, creating executive presence and achieving career movement success. To find out more, visit Career Polish, Inc.

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