Increasing Product Manager impact through Strategy, Continuous Discovery, & OKRs

I’ve helped leaders, founders, and VCs unlock business impact and value by closing the gap between competing features and actionable strategy. I'm a Principal Design Enablement Manager at KeyBank, Substack author, and Product/Strategy coach who's spent 15+ years turning enterprise chaos into clarity. 

If your teams are shipping features but not moving metrics that matter, Product Strategy Decoded is for you.

As Principal Design Enablement Manager, Design Excellence & Operations (DExOps) – Key Experience Design (KeyXD) Team at KeyBank, we centralize and support KeyBank's world-class design function. 

My core competencies include Strategy, Product Management, Objectives and Key Results (OKRs), Continuous Discovery, solution development and delivery, Agile leadership, solution innovation, PMO leadership, SDLC management, information architecture, iOS and Android application development, delivery management, program and project management, budget and resource management, user experience enhancement, client engagement leadership, client relationship management, and technology team leadership. 

I am passionate about building great products that leverage Lean and UX-driven, Design Thinking-centered approaches to deliver measurable client-focused business outcomes. I am also an author and public speaker, sharing my insights and best practices on Product, Strategy, OKRs, and Agile delivery.

All views expressed are my own.

Michael Goitein

The reason it takes so long to build software with large teams isn't what you think...

It's called "High WIP" (Work in Progress), and it's destroying your teams' ability to get stuff done.

You've all seen it:
• 100 projects started. 
• 0 finished
• 37 stuck at 97%
• How could it be that everyone's so “busy," yet nothing's getting done?

The downstream results aren't good, as team morale tanks over time.

But the worst thing? These teams' ability to have any material impact on meaningful business results becomes non-existent.

But the truth too many leaders miss is that high WIP isn't the problem – it's a SYMPTOM.

The real reasons are hiding below the surface:
1. The inability to make strategic choices – saying "yes" and trying to do it all. 
2. The outdated "vendor" mindset, with "The Business" throwing requirements over the wall to "IT." (It's time to wake up and collaborate earlier instead of dictating. Last I checked, it's 2026...)
3. We're managing software development like a factory assembly line (velocity?), when it's actually a learning journey toward changing customer behavior
4. Leadership refusing to understand and accept true team capacity, instead of always pushing for more. ("Hoping" will never make it true)
5. The unending search for the next shiny object: (“NOW we're all doing agentic AI on our roadmaps! ...until the next hot thing comes along.) 

We have to face that we've become addicted to starting things, but hate doing the hard work of finishing them.

The only way to break free? Start by accepting that less = more.

Fewer things done well will be worth far more than trying and failing to do many more things badly.

Your teams don't need more to do. 

You owe it to them to make clear, thoughtful strategic choices and prioritize the fewer, truly essential moves you need to make for your customers and your business.

Agree? Share your thoughts below 👇

I help product teams turn confusion into actionable strategic choices | Enterprise Product, Strategy & Discovery Coach | KeyBank | Author

Typical story: PM tries to vibe-code a prototype. Goes down the rabbit hole trying to connect databases & refactor spaghetti code.

Meanwhile, the assumption they were trying to prove/disprove goes untested.

While there are many "vibe-coding" platforms out there, what sets Magic Patterns apart is founders Alexander Danilowicz and Teddy Ni's laser-focus on front-end only, faithfully capturing and extending a company's existing design system so quick prototypes don't distract with blatantly wrong UI.

Forget about massive documentation. Magic Patterns revolutionizes the  software development lifecycle by shifting that part of the process "left."

"We're data-driven" may be the most dangerous phrase in product.

Roger Martin saw how some of the biggest breakthrough innovations didn’t come from data-obsessed companies. Instead, products like the iPhone and the Aeron chair came to life because there was no data, and moving forward required a leap of imagination.

Data can't tell you what's possible. It can only tell you what happened in the past.

I once worked with a team that watched their analytics dashboards like day traders. One tiny dip triggered all-hands, red-alert panic. They analyzed furiously.
What didn't they do? Speak to a single customer.

What’s one critical opportunity you’re ignoring because you don’t have the data?

I'm looking for product trios to join me for a 30-minute session where I'll walk you through a strategy framework from "Playing to Win for Product Teams" to help balance data with strategic imagination. Drop "DATA" below if this hits home.

Strategy isn't magic. It's a learnable skill.

This will inflame the strategy gatekeepers who've spent years reading dusty volumes and want you to believe it's some rare talent, reserved for the special few.

That you're either born with it or you're not.

That only they possess the "secrets."

But strategy is way simpler than they want you to think:
Strategy: A set of choices to influence customer behavior.
Great strategy: Intentionally pairing choices that reinforce each other, consistently.
Success: The result of focused action.
Anyone can learn this. 

And that's exactly what "Playing to Win for Product Teams" is designed to teach.

Comment "skill" in the comments if you're tired of strategy being treated like some secret club.

Notion founder Ivan Zhao calls it "sugaring the broccoli":
Hide revolutionary capabilities inside familiar experiences.

Too much software still tries to impress you with all its cool features out of the box. Feature tours. Onboarding flows. Tutorials explaining everything the product can do.

Zhao made a far different choice, influenced by Apple’s approach to focus and simplicity.
Open Notion for the first time, and you see a simple, familiar note-taking interface. 
You can start taking notes and get value within 30 seconds.
But Notion gradually reveals the powerful, next-gen software development platform hidden underneath as you go. Notes become pages. Pages become databases. Databases become custom apps.
By the time you realize you're building your own software, you're already hooked.
This is a clear "How to Win" choice. Instead of competing on features, Notion competes on the gentlest possible learning curve toward the most powerful outcome.
What's your product's version of “sugaring the broccoli”?

There are two types of Tech Leads. Only one helps your product deliver business results over the long-term.

I worked with a super-capable tech lead who ended every discovery conversation the same way: "Whatever the product manager and stakeholders want, I'll build it."

Seemed great. Collaborative. Easygoing.

Until the product collapsed under the weight of its own tech debt.

Being "nice" and "serving The Business" masked a lack of strategic leadership that eventually cost us everything.

Another tech lead I worked with asked a totally different question in discovery:
"Can you walk me through the user journey, how this delivers against our strategy, and the customer & business metrics we’re trying to drive?”

One focused only on the next feature release.

The other knew everything we discovered and delivered had to create sustained user AND business impact.

Any tech lead can learn client-centricity and strategic thinking. "Playing to Win for Product Teams" is designed to help everyone on the product team be more strategic.

I'm offering a limited number of product trios a free 30-minute session to walk through a simple, powerful strategy framework. Drop "tech" in the comments or DM me if this hits home.

Design isn't about making things look "cool" or "intuitive." It's about working with product and tech to deliver business results.

But when you ask "who’s this for?", all you get are vague answers like "users" or "prospects."

So you look for design inspiration elsewhere and create brand-safe, "attractive" choices. Generic layouts. Because nobody upstream made choices.

My teams’ greatest breakthroughs have happened when design sits down with product and tech and walks through an experience with the right people to better understand their needs in that moment.

Great design uses simplicity and constraints to solve for unmet customer needs. 
But it depends on understanding who you're designing for, and who you can exclude.

As a designer, your best work depends on getting the strategic clarity you need.

When's the last time vague direction held back the level of design work you knew you could deliver for your team?

I'm looking for 3 product trios to join me for a 30-minute session where I’ll walk you through a specific strategy framework from my upcoming book, 'Playing to Win for Product Teams' to help you get the clarity you need. 

Drop a comment and connect if you're dealing with this now.

Is your product strategy fundamentally broken? Find out with the Toggle Method, a 10-second diagnostic. It can't tell you everything about your strategy, but it will tell you if something fundamental is broken.

Every product strategy has two core choices:
 • Where to Play: Which customers do you serve, to address which problems, in which contexts?
 • How to Win: What's your differentiated approach to serving them?

Take your Where to Play and your How to Win, and ask:

Does this How to Win ONLY work for this Where to Play?

Toggle your Where to Play to a different customer segment. A competitor's customers. A related market. Does your How to Win still make sense for them?

If your How to Win would be wrong or undesirable for those other customers, you have a matched set. Your choices reinforce each other.

If your How to Win would work just as well for them, something is broken. Either you haven't made real choices, or your choices don't fit together well enough.

But the Toggle Test can only surface a symptom. 

You’ll need a separate test to diagnose which problem you actually have.

Subscribe to “Product Strategy Decoded” where I share the full framework, together with prompts to help test your strategic thinking.

Sometimes your most strategic move is building something that doesn't fit your strategy.
I used to think my only job was keeping the team aligned to and enforcing our strategic choices. 
Over time, and after some needless friction, it turns out the real flex is knowing when to let a misaligned feature through for the sake of the longer-term relationship.
Maybe your VP needs a quick demo for a board meeting. Or sales is inches from closing a key deal that needs a tiny fix. Or an influential stakeholder has political capital riding on a feature that doesn't exactly fit your "Where to Play."
Trust me, you can wave your strategy one-pager, be "right," and die on that hill.
Or you can build the thing, nurture the relationship, and gently steer back to your strategy.
Of course those choices matter. But so does staying in the game long enough to bring it to life.
The best product leaders know when to hold the line and when to bend. 
Winning is worthless if you lose the trust necessary to help your organization win over the long term.

Reed Hastings tried to sell Netflix to Blockbuster for $50 million. The Blockbuster team laughed him out of the building.
But Hastings understood something Blockbuster's mission statement never revealed: rewind fees were a huge revenue driver. Customers hated them. And Blockbuster couldn't give them up.
Hastings made that gap the centerpiece of Netflix's strategy.
Today, Netflix is worth over $300 billion. Blockbuster filed for bankruptcy in 2010.
Want to find your competitor's blind spot? 
Forget their mission statement. Just ask three questions:
1. Where are they spending money? Engineering headcount, marketing channels, partnerships.
2. What are they saying no to? Features they don't build, customers they ignore, markets they avoid.
3. What can they not change? Business model, brand positioning, technical architecture.
The answers reveal their actual strategy and where they're vulnerable.
Try this on your biggest competitor this week. Where does what they do differ from what they say?

Your razor-sharp, 42-slide roadmap deck took eight straight days to build, working nights & weekends. 

2025 recap, every 2026 Q1 feature justified with data, ICE scores, tied to OKRs, and mapped to a customer complaint.

Leadership asked a minor detail question, said "thanks," and moved on. No real digging. No debate. No insights, direction, or warning about potential upcoming moves across the org.

The problem? When you overwhelm leadership with features, outputs, and data, you miss the opportunity to tell a simple, clear business impact story.

What opportunities are we prioritizing? Who are we serving and not serving this quarter? What's an emerging advantage to exploit? What are we betting will be true about the market? And how do we anticipate these choices to drive customer and business results?

Next time, try one slide on the customer opportunity, one on who you’re serving and how, one on the numbers that matter to tell that story, and present 3-5 choice possibilities for the coming quarter. 

See how the conversation shifts.

Four reasons for the Strategy Gap. Which one hits you hardest right now?

1. Strategy treated as executive mystery — reserved for the "ivory tower"
2. Strategy disconnected from execution — "it's on the roadmap" becomes the only answer
3. Strategy is rarely taught — design schools teach visual thinking, engineering schools teach systems architecture, but almost no one teaches product strategy
4. The opposite is taught — business schools emphasize strategic planning (data-driven, analytical, internal-facing) over strategy (creative, customer-centric)

The thing is, your product team is already being strategic.

You choose to do some things and not others. Many of those choices are made for you.

But even when you're told what to build, you can deliver better against customer, company, and business goals when you make sharper choices within your constraints

That's what "Playing to Win for Product Teams" is designed to teach.

Drop your number (1-4) in the comments. I'd love to hear which one resonates most.

81% of PMs know strategy is core to their role.
Only 25% work at companies with clear strategic direction.

Welcome to The Strategy Gap.

You keep dancing around the problem: 
 – Maybe more planning will help (it won't)
 – Maybe OKRs will help (they won't)
 – Maybe your favorite framework will help…

But you already have a strategy.
It's what you're doing right now.

I've designed "Playing to Win for Product Teams" to give you the tools to understand what's really happening and create the right strategy for your context.

Drop "strategy" in the comments or DM me for early access.

Product stuck? Maybe it’s time to listen to what the market is trying to tell you.

But the most successful product pivots never come from brilliant strategy sessions.

They start when someone notices an unexpected pattern in user behavior:
 • Discord: "Why are 78% of our users non-gamers?"
 • Loom: "Why is everyone ignoring our awesome dev tool integrations and just sending quick videos?"
 • dbt Labs: "Why is our internal tool gaining 1000+ users while our consulting stagnates?"

These questions led to billion-dollar pivots only when these companies let go of their locked-in “Mission” and “Vision,” and created a new set of choices aligned to what their users were actually doing.

Want to find the key for your product?

I've designed "Playing to Win for Product Teams" to give your entire team a set of First Principles, mental models, and frameworks. Not to create the “one, perfect” strategy, but to make strategic thinking across your product team a continuous habit.

Drop "strategy" in the comments or DM me for early access.

There's no better way for product managers to talk about their work than through "Money Stories."
And no one can tell a clearer and more compelling money story than Rich Mironov

40-year B2B product mgmt veteran with 3 exits, 15 interim CPO roles, 6 VC-backed start-ups. Wrote “Money Stories” and “The Art of Product Management.” Coach/mentor for scores of product leaders. Product Camp founder.

Excited to announce my new book, "Money Stories: Communicating the Value of Product Work"

It pulls together long-time thoughts about talking with executives in the Language of Money, framing estimates of financial value for products and features, earning our keep, and avoiding product/process discussions with folks who don't care.

Tagline: DON’T BRING A BACKLOG TO A GUNFIGHT!

https://lnkd.in/eVYZh8vv 

#productstrategy #organizations #leadership #executives #economics

I'll be adding this crucial update to my Gong strategy breakdown:
https://lnkd.in/ek8_RGMM

The US, China, Canada, and Mexico are collaborating—TARIFF-FREE—with Gong. 

Well, kind of. 😏

When we first rolled out translation in Gong, we thought, “Cool feature, nice to have.” 

Turns out, it’s a total game changer for global teams.

	•	No more language barriers. Managers can review and coach deals without speaking a word of the customer’s language.

	•	Teams can learn best practices from each other—across countries, across languages, across time zones.

	•	Hiring just got way more flexible. No need to limit yourself to one language—build the best team, period.

From now on, nothing’s Greek to you. 😉 Enjoy!

Product whisperer. Author of “AI for Product Managers” and “Deliver Great Products that Customers Love”. Product innovation training, coaching, and facilitation.

To all Product Leaders in my network: If you want to help your PMs foster AI competence - whether you build a traditional product or an AI-enhanced one - invite your team to join my "AI for Product Managers" course. 

It's a 2-week intensive bootcamp where PMs learn how to leverage AI tools to accelerate their PM workflow - from discovery to solution validation.
It's designed to be hands-on so that PMs learn first, and then bring home a repeatable workflow on how to use AI in their PDLC.

The benefit? Develop AI competency in your team, accelerate product development, and validate product ideas faster.
More info here:
https://lnkd.in/evu3sMrX
(reach out to me with questions)

Open article: AI for Product Managers by Valerio Zanini on Maven by maven.com

AI for Product Managers by Valerio Zanini on Maven

Professional Speaker, Wealth Management Founder, Generosity Consultant, Impactmaker

Generosity is a mindset, not an event.

- Bob DePasquale

Thriving organizations implement cultures of generosity that attract the best talent and the most loyal customers.  It's good business!

High-generosity people are 23% more likely to be satisfied with their lives overall!

*The Accent, 2019

Being generous makes everyone’s life better.  It doesn’t matter if you are the giver, the receiver, or just an on-looker.   

Bob learned this lesson at a very young age.  In fact, if it wasn’t for some generous acts, Bob likely wouldn’t be here today.  He has dedicated his life to empowering mission-driven organizations to build cultures of generosity that are made up of fulfilled employees and satisfied customers.

The Generosity Guy has worked professionally and in volunteer roles for 23 years, in three different countries, and in 17 states.

When Bob was given a cancer diagnosis and experienced the tragic events of 9/11 in New York City,  he thought not only his life over, but everyone else’s too.  He went from feeling like an invincible 18-year-old to an unworthy victim of life.  

What happened in the months and years following was truly miraculous - or was it generous?  The acts of generosity he experienced saved his life.  

Bob’s story is unique but his perspective resonates with anyone who wants to enjoy the work they do, give to others, and make a positive impact in the world.

Bob DePasquale, CFP®CAP® "The Generosity Guy" 😃

Don't motivate people with perks!
Unless you're hoping for this👇🏼

𝘢𝘯𝘥 𝘐 𝘢𝘪𝘯'𝘵 𝘵𝘢𝘭𝘬𝘪𝘯𝘨 𝘢𝘣𝘰𝘶𝘵 𝘵𝘦𝘢𝘮𝘸𝘰𝘳𝘬


𝗙𝗮𝘃𝗼𝗿𝗶𝘁𝗶𝘀𝗺

Everyone has a different set of gifts and skills.

Anytime time you give incentive to one thing,
you're going to favor those who do it well.

👉🏼Seems obvious.

👉🏼Plays out in a not-so-obvious way.


𝗧𝗵𝗲 𝗣𝗿𝗼𝗯𝗹𝗲𝗺

The big problem with favoritism is not that you:

♦️miss opportunities.
♦️like someone more.
♦️want a specific thing done.

𝘛𝘩𝘦𝘴𝘦 𝘢𝘳𝘦 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘴𝘮𝘢𝘭𝘭.

The 𝘣𝘪𝘨 problem is you demote others in the process.


𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲

I'm all for celebrating performance.

But it should be performance (effort) in a given role - not results...

...based on a single metric.

...and motivated by a perk (like a bonus).


𝗦𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝗼𝗳 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲...

Have to hand it to the guys in the video...
...they're doing their best 🕺

🤣Let's hope they're better salesmen than dancers.





𝗗𝗼 𝘆𝗼𝘂 𝘂𝘀𝗲 𝗽𝗲𝗿𝗸𝘀 𝘁𝗼 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗲 𝗽𝗲𝗼𝗽𝗹𝗲?




==============

♻️ Repost to inspire.
🔔 Follow Bob DePasquale, CFP®CAP® for more.

*𝘷𝘪𝘥𝘦𝘰 𝘧𝘳𝘰𝘮 @𝘱𝘦𝘢𝘤𝘩𝘵𝘳𝘦𝘦_𝘳𝘰𝘰𝘧 𝘰𝘯 𝘐𝘎

Bob DePasquale, CFP®CAP®

Keynote Speaker | Helping growth-oriented organizations attract top talent and the most loyal customers

Some people think culture changes when leadership “announces” it.

But it can start where it’s least expected: one person who actually feels joyful and effective in their work.

𝘛𝘩𝘢𝘵 𝘧𝘦𝘦𝘭𝘪𝘯𝘨 𝘪𝘴 𝘤𝘰𝘯𝘵𝘢𝘨𝘪𝘰𝘶𝘴.

When one person on a team feels good about what they’re doing and their ability to contribute, everyone around them feels it.

➡ They show up differently.
➡ They encourage differently.
➡ They carry meetings differently.


𝗡𝗼𝘄 𝗶𝗺𝗮𝗴𝗶𝗻𝗲 𝗶𝗳 𝗶𝘁’𝘀 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗼𝗻𝗲 𝗽𝗲𝗿𝘀𝗼𝗻.

💡 Two people on that team living and working generously.

🔄 Then three.

🔊 Now the others have multiple sources of encouragement and confidence.

Studies on workplace behavior show that emotions and habits spread socially:

People tend to mirror the mood, energy, and behaviors of those around them, especially visible peers & leaders.

𝘛𝘩𝘢𝘵’𝘴 𝘸𝘩𝘺 𝘰𝘯𝘦 𝘨𝘦𝘯𝘦𝘳𝘰𝘶𝘴, 𝘫𝘰𝘺𝘧𝘶𝘭 𝘵𝘦𝘢𝘮𝘮𝘢𝘵𝘦 𝘥𝘰𝘦𝘴𝘯’𝘵 𝘴𝘵𝘢𝘺 “𝘫𝘶𝘴𝘵 𝘰𝘯𝘦 𝘱𝘦𝘳𝘴𝘰𝘯” 𝘧𝘰𝘳 𝘭𝘰𝘯𝘨.

This is why generosity is good business.


𝗚𝗲𝗻𝗲𝗿𝗼𝘀𝗶𝘁𝘆 𝗶𝘀 𝗮 𝗺𝗶𝗻𝗱𝘀𝗲𝘁, 𝗻𝗼𝘁 𝗮𝗻 𝗲𝘃𝗲𝗻𝘁.

The question is:

How do you make that mindset shift and build the generous culture you actually desire?

👉🏼One that helps your organization grow and helps your people enjoy the work.

That’s exactly what my free “Feeling Generous” email course is designed to do.

Seven short lessons.

Seven ways generosity helps you be more joyful in your work, more joyful with your family, and more fulfilled in your everyday life.

Because when you feel generous, you exude that generous feeling.
And it grows on the people around you.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝘄𝗮𝗶𝘁 𝗳𝗼𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗼𝗿 𝗯𝗲 𝘁𝗵𝗲 𝗼𝗻𝗲 𝘄𝗵𝗼 𝗺𝗮𝗸𝗲𝘀 𝗴𝗲𝗻𝗲𝗿𝗼𝘀𝗶𝘁𝘆 𝗰𝗼𝗻𝘁𝗮𝗴𝗶𝗼𝘂𝘀?





===============

♻️ Share this with someone who shapes your team’s culture.
🔔 Follow Bob DePasquale, CFP®CAP® for more.
📩 Want to make generosity contagious this year? Join my free “Feeling Generous” email course (link below).

Everyone wants to win.
But losers only have wins to celebrate.

If you don’t know how you won, you can’t build a culture that wins on purpose.


𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗼𝗯𝘀𝗲𝘀𝘀 𝗼𝘃𝗲𝗿 𝗿𝗲𝘀𝘂𝗹𝘁𝘀.

➡ Deals closed
➡Numbers hit
➡Scoreboard


𝗧𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺?

Sometimes people get great results because uncontrollable things break their way.

🚩It’s like winning the lottery.

Everyone has a chance.
Eventually someone wins.

But do they really “deserve” the credit for a system they can’t repeat?

On the flip side, there are also times when you do everything right…

call the perfect play…
execute it perfectly…

…and still lose.


𝗛𝗮𝗯𝗶𝘁𝘀

That’s why great cultures focus on day-to-day habits, not just highlight-reel results.

The simple, repeatable actions are what should be:

🔍 Evaluated.

🗣️ Talked about.

🙌 Recognized and celebrated.


𝗚𝗼 𝗮𝗵𝗲𝗮𝗱 𝗰𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝘁𝗵𝗲 𝗯𝗶𝗴 𝘀𝗮𝗹𝗲.

If your top salesperson doubles their income with the biggest deal of the year, that’s awesome.

𝘉𝘶𝘵 𝘴𝘵𝘶𝘥𝘺 𝘩𝘰𝘸 𝘵𝘩𝘦𝘺 𝘨𝘰𝘵 𝘵𝘩𝘦𝘳𝘦:

Was it a 10-year customer relationship?

How many check-ins, follow-ups, and value-add touches did it take?

What disciplines were at work behind the scenes?

What we should be most proud of are the small, generous, behaviors people practice every day.

𝘛𝘩𝘰𝘴𝘦 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘵𝘩𝘪𝘯𝘨𝘴 𝘵𝘩𝘢𝘵 𝘣𝘶𝘪𝘭𝘥 𝘢 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘵𝘳𝘶𝘴𝘵.


𝗪𝗮𝗻𝘁 𝗵𝗲𝗹𝗽 𝘀𝗵𝗶𝗳𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘁𝗼𝘄𝗮𝗿𝗱 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀, 𝗿𝗲𝗽𝗲𝗮𝘁𝗮𝗯𝗹𝗲 𝗵𝗮𝗯𝗶𝘁𝘀?

My free “Feeling Generous” email course walks through seven lessons to help you:

↗️Be more joyful in your work.

↗️Be more joyful with your family.

↗️Live a healthier, more enjoyable, more fulfilling life.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗸𝗲𝗲𝗽 𝗿𝗲𝘄𝗮𝗿𝗱𝗶𝗻𝗴 𝗹𝗼𝘁𝘁𝗲𝗿𝘆 𝘄𝗶𝗻𝘀 𝗼𝗿 𝘀𝘁𝗮𝗿𝘁 𝗰𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗵𝗮𝗯𝗶𝘁𝘀 𝘁𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝘂𝗶𝗹𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲?





===============

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Your not going to believe me but...


𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗱𝗼𝗻'𝘁 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝗶𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀.

They miss something key:

They don't just learn from you.

You have to learn from 𝘵𝘩𝘦𝘮 too.

This will make the most of the relationship.


𝘞𝘩𝘦𝘯 𝗰𝗮𝗻 𝘆𝗼𝘂 𝗹𝗲𝗮𝗿𝗻 𝗳𝗿𝗼𝗺 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀?

➡ In meetings 𝘸𝘪𝘵𝘩 them
➡ In meetings 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 them
➡ When they tell you what they want

𝘉𝘶𝘵 𝘥𝘰𝘯'𝘵 𝘧𝘰𝘳𝘨𝘦𝘵 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘯𝘦𝘦𝘥.


𝗔𝗜 𝗶𝘀 𝗺𝘆 𝗳𝗮𝘃𝗼𝗿𝗶𝘁𝗲 𝘁𝗼𝗼𝗹 𝗳𝗼𝗿 𝘁𝗵𝗶𝘀.

You don't need to be an expert.

➡ Feed it customer feedback, survey data, support tickets
➡ Find what customers appreciate, enjoy, and need most
➡ Find what they dislike the most

𝘛𝘳𝘢𝘪𝘯 𝘪𝘵 (𝘰𝘳 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦) 𝘵𝘰 𝘴𝘱𝘰𝘵 𝘱𝘢𝘵𝘵𝘦𝘳𝘯𝘴.


𝗡𝗘𝗘𝗗 𝗯𝗲𝗶𝗻𝗴 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘄𝗼𝗿𝗱.

When you know what customers truly need, you can be generous with:

➡ Better products
➡ Smarter solutions
➡ Anticipated support

𝘛𝘩𝘢𝘵'𝘴 𝘨𝘦𝘯𝘦𝘳𝘰𝘴𝘪𝘵𝘺 𝘢𝘵 𝘴𝘤𝘢𝘭𝘦.

It's where you anticipate needs based on learning more about people.


𝗗𝗼 𝘆𝗼𝘂 𝗯𝗲𝗹𝗲𝗶𝘃𝗲 𝗺𝗲 𝗻𝗼𝘄?





===============
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If you think your job is to outshine your coworkers, you’ve already capped your career.”

𝘛𝘩𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘸𝘩𝘰 𝘸𝘪𝘯 𝘢𝘵 𝘸𝘰𝘳𝘬 𝘱𝘭𝘢𝘺 𝘢 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘨𝘢𝘮𝘦.

𝗬𝗼𝘂𝗿 𝗰𝗮𝗿𝗲𝗲𝗿 𝘀𝘁𝗮𝗹𝗹𝘀 the moment you feel like you have to “take down” the person in the cubicle next to you.

Now you’re not focused on actually 𝘨𝘦𝘵𝘵𝘪𝘯𝘨 better.

👎🏼You’re focused on trying to 𝘭𝘰𝘰𝘬 better.


𝗕𝗲𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝘃𝘀. 𝗟𝗼𝗼𝗸𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹

One of my favorite ideas (inspired by 𝚃̲𝚑̲𝚎̲ ̲𝙿̲𝚜̲𝚢̲𝚌̲𝚑̲𝚘̲𝚕̲𝚘̲𝚐̲𝚢̲ ̲𝚘̲𝚏̲ ̲𝙼̲𝚘̲𝚗̲𝚎̲𝚢̲ by Morgan Housel) is this:

There’s a huge gap between actually being something and doing things to look like it.

Want a Bentley, a massive house, and to spend money like your rich?

𝘛𝘩𝘰𝘴𝘦 𝘢𝘳𝘦𝘯’𝘵 𝘵𝘩𝘦 𝘩𝘢𝘣𝘪𝘵𝘴 𝘵𝘩𝘢𝘵 𝘸𝘪𝘭𝘭 𝘨𝘦𝘵 𝘺𝘰𝘶 𝘵𝘩𝘦𝘳𝘦.

These will:

📈 Investing in the right places.

💾 Saving more than you spend.

💸 Being frugal instead of flashy.

🧠 Being intelligent with your money.


𝗧𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗵𝗶𝗻𝗴 𝗶𝘀 𝘁𝗿𝘂𝗲 𝗮𝘁 𝘄𝗼𝗿𝗸.

Trying to “look” more capable than your teammates leads to:

🤦🏼Undermining others.
🤦🏼Hoarding information.
🤦🏼Playing for credit instead of outcomes.


𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝗲𝗶𝗻𝗴 𝗰𝗮𝗽𝗮𝗯𝗹𝗲 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲:

🙋🏼Sharing what you know.

🙋🏼Helping teammates succeed.

🙋🏼Playing for a team win, not just your highlight reel.

That’s generous culture. It’s what people remember and reward over time.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝘆𝗼𝘂𝗿 𝗲𝗻𝗲𝗿𝗴𝘆 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗹𝗼𝗼𝗸 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗼𝗿 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗵𝗮𝗯𝗶𝘁𝘀 𝘁𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹?




===============

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📩 Want to build a generous career and culture? Join my free “Feeling Generous” email course. Just comment 𝘍𝘦𝘦𝘭𝘪𝘯𝘨 𝘎𝘦𝘯𝘦𝘳𝘰𝘶𝘴.

If you think humility in leadership means backing away from responsibility, you’re getting humility backwards.

Most people miss this fact:

𝘙𝘦𝘢𝘭 𝘩𝘶𝘮𝘪𝘭𝘪𝘵𝘺 𝘪𝘴 𝘬𝘯𝘰𝘸𝘪𝘯𝘨 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘴𝘰 𝘸𝘦𝘭𝘭 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘴𝘵𝘦𝘱 𝘪𝘯 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘵𝘭𝘺 𝘸𝘩𝘦𝘯 𝘪𝘵 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘩𝘦𝘭𝘱𝘴 𝘵𝘩𝘦𝘮.

𝗛𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝗶𝗻 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗻𝗼𝘁:

➡ Passing everything off to other people.
➡ Thinking “I hired you for a reason, you do it”.
➡ Pretending you don’t know what you’re doing.
➡ Over-delegating just to avoid owning decisions.

𝘛𝘩𝘢𝘵’𝘴 𝘯𝘰𝘵 𝘩𝘶𝘮𝘪𝘭𝘪𝘵𝘺.

⛔That’s avoidance dressed up as trust.


𝗥𝗲𝗮𝗹 𝗵𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝗹𝗼𝗼𝗸𝘀 𝘃𝗲𝗿𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁.

➡ You’re tuned in to the people you work with.
➡ You don’t need to micromanage every move.
➡ You don’t jump on their tasks or ideas all the time.
➡ You confidently share your perspective and support.

𝘈𝘯𝘥 𝘵𝘩𝘪𝘴 𝘪𝘴𝘯’𝘵 𝘫𝘶𝘴𝘵 𝘧𝘰𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘸𝘪𝘵𝘩 “𝘭𝘦𝘢𝘥𝘦𝘳” 𝘪𝘯 𝘵𝘩𝘦𝘪𝘳 𝘵𝘪𝘵𝘭𝘦.


𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗵𝗮𝘀 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝘁𝗼 𝗹𝗲𝗮𝗱 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀𝗹𝘆.

➡ Share a story that helps the team.
➡ Add an insight or lesson from experience.
➡ Give a resource, a connection, or encouragement.

👉🏼Just make the team better.


𝗜𝘁'𝘀 𝗮 𝗺𝗶𝗻𝗱𝘀𝗲𝘁, 𝗻𝗼𝘁 𝗮 𝗷𝗼𝗯 𝘁𝗶𝘁𝗹𝗲.

If you want to build that mindset, my free “Feeling Generous” email course can help you:

➡ Be more joyful in your work.
➡ Be more joyful with your family.
➡ Live a healthier, more enjoyable, more fulfilling life.


𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗵𝗶𝗱𝗲 𝘆𝗼𝘂𝗿 𝗴𝗶𝗳𝘁𝘀 𝗼𝗿 𝘂𝘀𝗲 𝘁𝗵𝗲𝗺 𝗴𝗲𝗻𝗲𝗿𝗼𝘂𝘀𝗹𝘆?



===============

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If your team “values generosity” but fights over every leaderboard, you don’t have a culture, you have a PR campaign.

𝗬𝗼𝘂𝗿 𝗿𝗲𝗮𝗹 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀 𝘄𝗵𝗮𝘁𝗲𝘃𝗲𝗿 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝘄𝗵𝗲𝗻 𝗻𝗼 𝗼𝗻𝗲’𝘀 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗮𝘁 𝘁𝗵𝗲 𝘃𝗮𝗹𝘂𝗲𝘀 𝗽𝗼𝘀𝘁𝗲𝗿.

𝘞𝘦 𝘭𝘰𝘷𝘦 𝘵𝘰 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘨𝘦𝘯𝘦𝘳𝘰𝘴𝘪𝘵𝘺, 𝘵𝘦𝘢𝘮𝘸𝘰𝘳𝘬, 𝘢𝘯𝘥 “𝘩𝘦𝘭𝘱𝘪𝘯𝘨 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳 𝘸𝘪𝘯.”

🗣️But slogans only go so far.

🫰🏼Talk is cheap.  

🪙Action is an investment.


𝗜𝗳 𝘆𝗼𝘂 𝗽𝗮𝘂𝘀𝗲𝗱 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄 𝗮𝗻𝗱 𝗮𝘀𝗸𝗲𝗱 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳:

👉🏼“What are the actual systems we have?”

👉🏼"Do we talk about generosity and giving all the time?"

👉🏼"Or is there a real ratio of talking… to actually doing?"

👉🏼"Do we say we want to help each other while fighting over the leaderboard and the latest sales contest?"

👏🏼"Or do we talk about helping each other
while we’re actually doing it?"

𝘛𝘩𝘢𝘵’𝘴 𝘵𝘩𝘦 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘢 𝘴𝘭𝘰𝘨𝘢𝘯 𝘢𝘯𝘥 𝘢 𝘱𝘳𝘢𝘤𝘵𝘪𝘤𝘦.


𝗗𝗼𝗻’𝘁 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗰𝗼𝗺𝗽𝗲𝘁𝗲 𝗮𝗴𝗮𝗶𝗻𝘀𝘁 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘆𝗼𝘂 𝘄𝗼𝗿𝗸 𝘄𝗶𝘁𝗵.

You want to compete 𝘧𝘰𝘳 each other.

👏🏼That’s what a generous culture looks like.


𝗙𝗲𝗲𝗹𝗶𝗻𝗴 𝗚𝗲𝗻𝗲𝗿𝗼𝘂𝘀

If you want help closing the gap between what you say and what you actually do, my free “Feeling Generous” email course will walk you through it.

7 lessons on how generosity helps you:

♦️Be more joyful in your work.

♦️Be more joyful with your family.

♦️Live a healthier, more enjoyable, more fulfilling life.


𝗜𝘀 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘀𝗮𝗶𝗱...𝗼𝗿 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗳𝗲𝗹𝘁?





===============

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