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Category: Leadership

  • Leading Remote Teams

    Leading Remote Teams

    I have been working remotely for two decades, leading teams for half of that time, and fostering engagement has always remained top of mind. 

    Working solo provides excellent opportunities for fast execution; however, team feedback gives us a chance to improve the deliverable because others can see our blind spots. Once, while leading a global training project, a team member saw a huge gap that I had been too close to see. I spent three weeks coordinating training times across three time zones and felt accomplished once each region had a schedule that accommodated its time zone. When I shared the schedule with the team, one of them quickly noticed that our dates would fall during the daylight saving time change and throw the schedule off by an hour — too early for one region and too late for another. Pouring over the schedule was like putting together a 100-piece puzzle, so I didn’t look forward to reworking it. However, if the time wasn’t conducive, it would be worse, so I was grateful for this catch.

    Here are some tips that I’ve used to enable remote teams to effectively work together:

    • Host social activities such as birthday celebrations, holiday parties, and project celebrations. Include a $ 25-per-member lunch stipend in the budget. 
    • Schedule meetings in advance and request that everyone be on camera to foster a more human connection.
    • Create shared spaces for non-project work. For example, use chat rooms for discussing current events or hot topics. 
    • Celebrate successes regularly…even if just to commend everyone for staying on schedule and/or within budget.

    Engagement and collaboration are essential for any successful team, regardless of whether they are working in the same office or across the globe. When team members are engaged, they are more likely to be productive, creative, and motivated because collaboration is essential for innovation and problem-solving.

    Want more? Sign up for our free course on Managing Remote Teams.

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  • Selling versus Adding Value

    Selling versus Adding Value

    The phrase “I don’t sell, I add value” has become a popular badge of authenticity in today’s business culture. It sounds noble—and in principle, it is. Yet, if we pause for a moment, we have to ask an important question: How do you know what’s truly valuable to someone until you know them?

    Many of us use “adding value” as a catch-all phrase to share tips, give away content, or offer discounts. But here’s the problem: what’s valuable to you isn’t always beneficial to your audience. A motivational quote might inspire one person and mean nothing to another. A time-saving tool might thrill a manager but frustrate a creative who prefers customization over efficiency. When we assume what others value, we slip back into a self-centered mindset disguised as generosity. We may still be “selling”—just wrapped in a different package.

    True Value Begins with a Relationship

    To really add value, we must first establish a relationship. That starts with curiosity. Ask questions. Listen deeply. Learn their challenges, their wins, and the little things that matter most to them. Only then can we tailor input, insight, or support that genuinely improves their situation.

    Want more? Sign up for our free course on Managing Relationships in Sales.


    True value flows through understanding. Without a relationship, “adding value” risks becoming performance—well-intentioned but impersonal.

    Adding value isn’t an event—it’s a process. It grows as trust grows. In a world where content floods inboxes and social feeds, human connection stands out. Whether you’re a leader, coach, or entrepreneur, adding value begins when you stop trying to impress and start trying to understand.

    When you know what matters most to someone, your ideas, products, and solutions naturally align with their world. That alignment creates what every business hopes for: meaningful impact.

    Transaction or Transformation

    Selling focuses on the transaction. Adding value focuses on transformation, but transformation only happens through relationships.

    So the next time someone says, “I don’t sell, I add value,” consider asking: “How do you determine what’s valuable to the person?”

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