Jacqui d'Eon - Blog #engagement

Your Culture Lives in the Middle

Wed, 18 Mar 2026 15:22:02 -0400

You have the posters. Your mission statement is a masterpiece. Your organization has a culture manifesto. Yet, day after day, the way work actually happens tells a different story.

Culture isn’t what you write on the walls—it’s what people live every day. And the people who shape that lived experience are often your middle managers.

They lead teams, run projects, train new employees, and translate the tone set by the C-suite into daily reality. They are the real guardians of your culture.

Consider this example: a middle manager in a growing firm noticed that her team was routinely skipping debrief sessions because deadlines were tight. The culture document emphasized collaboration and learning, but pressure from above made it feel impossible to honour that value. She decided to push back. She convinced her director to allow her team to take time for retrospectives.

The result? Problems were caught earlier, meaningful conversations happened, work processes streamlined, and productivity actually improved.

That’s culture in action: small, deliberate choices that reflect the values you’ve set when middle managers have both permission and support to uphold them.

If middle managers don’t experience the culture you intend or don’t have the power to influence it, your organizational values exist only on paper. Instead of a cohesive culture, you get a fractured mosaic: work gets done, yes, but engagement, morale, and long-term performance suffer.

This isn’t about middle managers being unwilling or ill-intentioned. It’s about pressure. They are tasked with delivering results while absorbing expectations from above. Structural barriers often prevent them from nurturing culture, and when no one rewards that effort, they make the pragmatic choice: prioritize tasks over people.

The solution is simple in principle but requires commitment: if you want a high-performing organization where culture thrives, you must support the middle managers who make it real.

Here’s how:

Define expectations clearly: Spell out the behaviours you want managers to model and the acceptable compromises.
Coach to succeed: Equip managers with the skills to handle tough conversations, performance issues, and team challenges.
Measure and reward behaviours that matter: Evaluate managers not just on results, but on how they lead, develop people, and uphold culture.

Supporting middle managers doesn’t just protect culture; it amplifies it.

When they have the tools, permission, and recognition to uphold values, every decision they make reinforces the culture you’ve declared, turning your vision into everyday reality.

Culture isn’t a poster on the wall. It lives in the daily choices of your middle managers, and in the support you give them to make the right ones.

Most Leadership Training is a Waste of Time and Money

Wed, 11 Mar 2026 15:52:55 -0400

I’ve been trained. I’ve delivered training. And I’ve learned a hard truth: training alone doesn’t work.

Let me explain.

Before any training begins, there should be a clear answer to one simple question: What will this person be able to do differently after the training?

Without that clarity, training easily becomes an event rather than an investment. I can tell you that in my case, clarity of objective was rarely set, especially for leadership training.

Of course, people do need to learn new skills. Training can introduce ideas, frameworks, and techniques. But learning is only the first step. Real improvement requires practice, feedback, and repetition.

Think of a young curler trying to improve their delivery. They attend a clinic with an expert and learn the proper technique. Afterward, they schedule practice time. But they practice alone.

Without a coach watching and correcting them, they don’t necessarily improve. Instead, they may repeat small mistakes until those mistakes become ingrained in muscle memory.

Leadership training often works the same way.

We send aspiring leaders to programs where they gain new insights and approaches. They return to the workplace with good intentions and knowledge. But the environment they return to hasn’t changed.

There is no structured practice. No coaching. No regular feedback.

Over time, the ideas fade, and behaviour remains largely the same.

Organizations invest significant time and money in training their people.

And organizations are not the only ones investing. Many professionals pursue courses, certifications, and degrees at their own expense. They give up evenings and weekends, sometimes invest thousands of dollars, because they believe the learning will help them grow and advance.

Both the organization and the participants deserve a return on that investment. That return only happens when new knowledge becomes new behaviour.

If organizations want training to really produce change, several things help:

Start with a clear goal for what success will look like after the training.
Provide follow-up coaching and support so people can practice the new skill.
Send a critical mass of people so they can reinforce the learning together.
Create opportunities for participants to teach what they learned and how they plan to apply it.
Measure the behaviours you want to see. Even so-called soft skills can be observed and tracked.

When training does not lead to meaningful change, ask:

Was it the right skill to develop?
Did we send the right person or was this right for me?
Was the training itself effective?
What support existed to help the person apply what they learned?

Training can introduce new ideas. But the real work of leadership development happens afterward—when people have the space, support, and accountability to practice those ideas until they become habits.

Does Everyone on Your Team Have a User Manual?

Wed, 11 Feb 2026 11:21:00 -0500

AI-generated image

If you're like me, you like things done in a certain way. Sometimes you get irritated when others, who don't know that, do something you don't like.

Over the years, I've found that a frank conversation at the beginning of a working relationship can help prevent these issues.

The outcome of that conversation is a "user manual."

It acts as a reference and can be updated as needed. Within a team, these user manuals help build trust and understanding. They prevent petty tensions from becoming full-blown disputes.

Getting Started

To help you get your first draft going, think deeply and answer these 12 questions:

What are your key strengths and skills?
What are you working to improve?
How do you prefer to communicate (email, Slack, in person, phone)?
What's your typical work schedule or availability?
How do you like to receive feedback?
What energizes you at work?
What drains you at work?
How do you prefer to make decisions?
What are your pet peeves or triggers?
What might people misunderstand about you?
What's your approach to collaboration?
What's one thing people should know to work effectively with you?

Keep It Fresh

Treat your manual as a living document. Get your teammates to do the same. Keep the conversation going by checking in on the manuals periodically, at least annually, or after significant milestones.

When everyone knows how everyone else ticks, you spend less time navigating personalities and more time doing great work together.

Is the Art of Listening Lost?

Wed, 28 Jan 2026 11:46:00 -0500

In a world where we communicate instantly and often in soundbites, the art of listening can feel like a relic of the past. It is one of the most powerful tools in a leader's kit, yet it is frequently the one we neglect most.

The Listening Gap

We are well into January 2026, and the digital landscape is noisier than ever. Between near-constant breaking-news updates and the endless ping of hybrid-work platforms, our attention is split into a thousand pieces.

Many leaders find that while their teams are "connected," they aren't actually communicating.

Real connection requires active engagement rather than just waiting for your turn to speak. In the Leap to Leadership program, we often see that the most effective managers are those who can quiet the noise to really hear their team's dreams and fears.

Five Rules for Active Listening

Active listening is a learned skill that creates a "people-first" culture. Following these five rules will help you cut through the static and build genuine trust with your colleagues.

Eliminate distractions. This means closing your email and putting your phone out of sight during conversations.
Stay in the moment. Focus on what is being said right now, not on rehearsing your witty comeback or response.
Ask questions to clarify. Ensure you understand the speaker's intent, not just their words.
Summarize your understanding. Try repeating the main points back in your own words to show you were paying attention.
Get confirmation. Let the speaker tell you if you actually got it right before you move on to solutions.

Leading with Intention

Mastering these rules transforms a conversation from a transaction into a strategic opportunity. Whether you are guiding a new hire or advising an executive, a little listening goes a long way in this hectic world.

If you want to sharpen your communication or find your unique leadership voice, consider taking the Leadership Edge assessment. It’s a great way to see how your behavioural "DNA" aligns with your career goals for 2026 and beyond.

Make Your Message Matter

Wed, 21 Jan 2026 10:25:00 -0500

If you’re stepping into a new leadership role, here’s the truth: communication isn’t a "soft skill" add-on; it’s one of the main levers you have.

McKinsey even put it on their new-CEO checklist: item 8 asks, "Have I thought through my communications plan—internal and external?"

Start with what you stand for

In the early days of a new role, it’s normal not to have your full strategy baked yet. (If you do, please share your secret.)

McKinsey’s "Letter to a newly appointed CEO" makes a great point: message consistency matters, and it can be smarter to anchor your communication in what you believe and what you stand for early on.

Those beliefs become the themes people repeat about you, long before they can quote your five-year plan.

Build your communication plan

As someone who’s served seven different CEOs as a communications advisor, one pattern shows up every time: leaders who treat communication as strategic tend to build trust faster.

A practical plan doesn’t have to be fancy, but it should answer:

What do people need to hear from you in the first 30–60 days?
What are you going to say (and say again)?
How will you know it landed?

Partner with your "microphone holder"

If you have a Chief Communications Officer (or a comms lead), make that relationship a priority.

They’re often your best window into what people are thinking, and they help you reach the organization with clarity.

A few ways that help:

Share your style (speaker, writer, small-group connector).
Be honest about what feels awkward so you don’t over-rely on the one channel you like most.

Choose the right channels

Different organizations trust different communication vehicles, and what worked at your last company may not work here.

Before you default to "Let’s do a video!", take time to learn what channels people actually pay attention to in your new environment.

Remember: every encounter is an event

Every meeting, hallway hello, or quick check-in is "an event" for the people you lead, especially when you’re new.

You don’t need one perfect speech. You need consistent moments.

Communicate. Follow through. Measure. Repeat.

This is the simple discipline that builds credibility:

Communicate
Follow through
Measure what’s working
Repeat

New Year, New Role? 4 Tips for Starting on the Right Foot

Wed, 07 Jan 2026 17:05:00 -0500

If the New Year has you taking on a new role, you need to know that it’s not all in the title. It is a fundamental shift.

It can feel exhilarating one minute and completely overwhelming the next.

Here are some tips to get you moving forward in the right direction.

1. Know your biggest challenges

As you step into leadership, a few challenges tend to show up on repeat.

Navigating the shift from peer to leader without losing trust or trying to be “everyone’s friend”.
Setting realistic priorities so you do not overcommit and burn out trying to prove yourself.
Understanding the scope of your role and the ripple effects of your decisions on people, projects and culture.

2. Continue your growth

Leadership is a practice, not a personality trait. Staying curious and coachable keeps you effective and sane.

Work with a mentor, peer coach or leadership coach who offers perspective, feedback and a safe place to think out loud.
Commit to ongoing learning through courses, reading, podcasts or industry events to stay current on leadership skills and best practices.
Delegate thoughtfully so you can focus on what only you can do and give your team room to grow.
Invest time in building your team so that strengths are clear and work is balanced.
Develop your Emotional Quotient (EQ) so you can read a room, manage your reactions and handle conflict without dodging it.

3. Avoid common mistakes

A few missteps can make leadership feel much harder than it needs to. Do not:

try to do it all yourself; overextending is a fast track to exhaustion and resentment
avoid difficult conversations; delayed feedback usually becomes a bigger problem later
drift away from the culture and values; they are the glue that keeps people aligned and motivated

4. Chart your course

You will never have total control at work, but you can choose how you lead.

Be clear on how your performance will be measured and valued, and what success means to you.
Set clear expectations so people know what success looks like and how decisions get made.
Create an environment where honest feedback is welcomed and safe, in all directions.
Protect your time to think, not just react, so you can make intentional choices and then follow through.

Enjoy the journey, keep learning, and give yourself credit as you grow into your full potential.

Need some help achieving your professional goals? Let’s talk.

The Silent Side of Leadership

Wed, 05 Nov 2025 15:50:00 -0500

Nonverbal cues don’t just support your message; they often decide how it lands. The classic “words vs. tone vs. body language” finding - also known as the 7-38-55 rule - gets misquoted a lot, but the core idea stands: if your face, voice, and posture don’t match your intent, your audience won’t either.

Here’s a quick, practical tour of cues to watch and use so your message says what you mean.

Eyes

Your eyes signal whether you’re sharing straight facts or making a joke; align them with your intention to avoid mixed messages.
Sustained, warm eye contact builds trust, while darting eyes or a squint can read as evasive or skeptical.

Head position

A slight head tilt can soften statements into questions; the same tilt at the wrong moment can read as dismissive.
Think “Miranda Priestly, The Devil Wears Prada energy”: small head movements can convey status, judgment, or approval without a word.

Mouth

A smile can soothe or undermine; a grin during tense moments can look flippant, especially if you laugh when nervous.
Neutral lips with a relaxed jaw communicate steadiness when delivering hard news.

Hand gestures

Face-touching, hair-smoothing, or covering your mouth can imply doubt or discomfort and shift how people interpret your words.
Open-hand gestures at waist level read as collaborative; fists, pointing, or crossed arms imply control, defence, or resistance.

Body position

In meetings, upright posture and a slight lean-in signal engagement; slouching or turning away signals disinterest.
As a presenter, moving closer invites participation; staying anchored behind a table can create distance.

Touch

Clutching an award, a firm handshake, or a brief hug communicates emotion and relationship norms that people will instantly interpret.
Match your use of touch to context and culture to avoid sending unintended messages.

Grunts and sighs

Not quite words, but powerful: a sigh can signal relief, boredom, or frustration depending on timing and tone.
Small vocalizations - “mm”, “uh-huh” - can reinforce warmth and listening or, if overdone, feel impatient.

Try this week

Pick one recurring conversation and record yourself on video. Watch with the sound off, then with sound on. Do the nonverbals match your message?
Choose one cue to adjust: slower nods, fewer face-touches, or a two-second pause before responding.
Ask a trusted peer for one micro‑feedback note after your next meeting: “What did my body language say?”

When nonverbals align with your message, you’re clearer, more credible, and easier to follow, especially when the stakes are high.

Updated from a previous post published in April 2024.

Psychological Safety: The Leadership Advantage You Can Measure

Wed, 29 Oct 2025 13:32:00 -0400

If your team avoids conflict, you don’t have harmony - you have hidden risk.

Psychological safety isn’t about being nice. It’s feeling safe to ask the “dumb” question, flag a risk, or say “I disagree” without getting punished. That’s how better ideas surface and fewer surprises hit your roadmap.

Why this matters right now

Teams that speak up early, debate well, and adapt fast win more often. Leaders set that tone every day. Silence looks calm until it turns into rework and delays.

What it is (in plain English)

Psychological safety = “It’s OK to take interpersonal risks here.” Ask. Challenge. Admit mistakes. Start with belonging, then build toward learning, contribution, and healthy challenge. If people don’t feel they belong, “be more innovative” just sounds like “stick your neck out.”

Five simple moves for leaders

Say it out loud. Try this line: “Debate is expected. Best idea wins - even if it’s not mine.” Tie safety to real outcomes like quality and speed. Ask for help in public to show it’s safe to speak up.
Go first on vulnerability. Share a recent miss and what you learned. After mistakes, ask “What did we learn?” not “Who’s at fault?” People watch your reaction to bad news to decide if the truth is safe.
Engineer real voices. Don’t wait for the brave souls. Do quick round‑robins. Assign a rotating “red team” to poke holes in decisions. Add a standing agenda item: “Risks and red flags.” End with “What did we miss?”
Cultivate a culture where intelligent risk-taking is the norm. Establish clear parameters for "good failure," including a defined hypothesis, time limits, and a review process. Recognize and celebrate valuable lessons learned and the proactive escalation of issues. When declining an idea, provide closure to ensure individuals feel their contributions are valued.
Support, then stretch. Back your team first, then challenge them. Set clear goals and make sound decisions. Prioritize care, then push for higher performance.

You don’t need perfect meetings. You need honest ones. Psychological safety means it’s okay to tell the truth, even when it stings. That honesty saves time, money, and headaches.

Earning Your Seat at the Table

Wed, 15 Oct 2025 14:20:10 -0400

Having a leadership title doesn’t guarantee influence. I’ve seen many leaders arrive at the executive table only to feel like outsiders. They’re responsible for their own area, but struggle to shape conversations or decisions beyond it.

The truth is, influence doesn’t come from authority alone. It comes from being seen as a strategic partner who understands the business as a whole. Leaders who can connect their function to the organization’s broader goals are the ones whose voices carry weight.

Beyond Your Own Department

It’s natural to focus on your own team’s results, but if you want a real seat at the table, you need to speak the language of the entire organization.

That means knowing more than your budget line. You need to understand finances, operations, stakeholders, and the environment you’re operating in.

Over the years, I’ve found a simple self-check to be useful. If I can answer these questions, I know I’m ready to contribute at the highest level.

What’s our organization’s vision or mission?
Where does most of our funding or revenue come from?
Who are our three biggest competitors, or, if not competitors, what alternatives do our stakeholders or customers have?
What’s our most successful program, product, or service and why?
What are three priorities from our current strategic or operating plan?
What headline or key takeaway came out of our most recent financial or performance report?
How is our sector or industry performing right now?
What measure best reflects whether we’re delivering value (e.g., member satisfaction, service levels, community impact)?
What’s the biggest barrier to achieving our objectives this year?
How do external trends -- economic, social, or regulatory -- affect us right now?
Who are the stakeholders we can’t afford to disappoint, and why?
How does my role and my team’s work directly support organizational goals?

Why It Matters

You may not have all the answers right now, and that’s okay. The point is to start building this knowledge. When you do, you stop being just “the head of X department” and start being recognized as a leader of the whole organization.

Because at the end of the day, leadership isn’t about defending your patch of turf. It’s about seeing the bigger picture, aligning with it, and using your voice to shape the direction of the organization.

That’s how you move from having a seat at the table to having a say in where the table goes.

Leaders Lead More than People

Thu, 02 Oct 2025 12:34:44 -0400

Strong leaders don’t just manage people; they also ensure that systems run smoothly. Understanding and optimizing your organizational processes is an essential practice of effective leadership.

Here are five key steps to strengthen your workplace processes:

1. Engage with Direct Reports

Ask each direct report to walk you through their workflow. By listening and observing, you gain real insight into daily challenges, spot inefficiencies, and offer more targeted support.

2. Facilitate Collaboration

Bring together employees with similar tasks to analyze their workflows collectively. Combining best practices into a shared process not only improves efficiency but also builds ownership and teamwork.

3. Document with SOPs

Turn the optimized workflow into a Standard Operating Procedure (SOP). A clear, step-by-step guide ensures consistency and quality, and saves time onboarding new team members.

4. Build Accountability

Hold staff accountable for following the SOP. Regular check-ins and feedback sessions reinforce consistency while creating space to address challenges early.

5. Review and Refine

Spend time observing the new process in action, gather feedback after 30 days, and make adjustments. Updating SOPs regularly keeps processes aligned with reality and supports continuous improvement.

Healthy leadership means treating process improvement as an ongoing habit, not a one-off exercise.

By engaging your team, fostering collaboration, documenting clearly, ensuring accountability, and reviewing progress, you create a culture of both efficiency and empowerment where people and processes thrive together.