Jacqui d'Eon - Blog #performanceJacqui d'Eon - Blog #performancehttps://www.jacquideon.com/blog/tag/performanceMon, 06 Apr 2026 03:11:53 -0700http://zoho.com/sites/<![CDATA[Most Leadership Training is a Waste of Time and Money]]>https://www.jacquideon.com/blog/post/most-leadership-training-is-a-waste-of-time-and-moneyBefore 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?]]>
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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.

]]>Wed, 11 Mar 2026 15:52:55 -0400<![CDATA[Earning Your Seat at the Table]]>https://www.jacquideon.com/blog/post/earning-your-seat-at-the-tableHaving a leadership title doesn’t guarantee influence. It comes from being seen as a strategic partner who understands the business as a whole.]]>
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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.

]]>Wed, 15 Oct 2025 14:20:10 -0400<![CDATA[Four Questions to Calm]]>https://www.jacquideon.com/blog/post/four-questions-to-calm2While there are many causes of workplace stress, digital overload can scramble our ability to focus, make decisions, and feel in control.]]>
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Feeling buried in notifications, emails, and endless to-do lists? If constant digital distractions leave you anxious and frazzled by 3 p.m., you’re not alone – 60% of Canadian employees suffer from workplace-related stress. 


While there are many causes of workplace stress, digital overload can scramble our ability to focus, make decisions, and feel in control.


Why does this happen? Our brains are wired to handle occasional stress, but ongoing interruptions trigger a survival response – fight, flight, or freeze – that shuts down the part of the brain responsible for clear thinking and problem solving.


The result: frustration, black-and-white thinking, and poor decisions.


The key isn’t working harder; it’s slowing down and using these four questions whenever overwhelm strikes:


1. What am I thinking about right now?

 Pause and check in with your thoughts. Naming them helps regain focus.


2. How do I feel?

Notice and accept your feelings without judgment. Acknowledgment diffuses anxiety’s power.


3. What else could be true?

Challenge your assumptions. Is your workload impossible, or just a lot today? Could talking to your boss help?


4. What action will I take?

Decide on one next step, even if it’s simply resting for the day and tackling the issue anew tomorrow.


Want to know if it’s working? Check if you’re clear on your next step, confident in your plan, and feeling calm. Write these four questions somewhere visible in your workspace.


Use them often. They’ll help you break the cycle of stress, regain clarity, and work with more calm and control, even as technology’s demands keep growing.

]]>Thu, 31 Jul 2025 12:13:07 -0400<![CDATA[Is Work Draining Your Energy?]]>https://www.jacquideon.com/blog/post/is-work-draining-your-energyFeeling like your schedule is packed to the brim? Your calendar's almost entirely booked, your to-do list keeps growing, and your smartwatch keeps nudging you to stand up…yet, somehow, you still feel behind?]]>
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Feeling like your schedule is packed to the brim? Your calendar's almost entirely booked, your to-do list keeps growing, and your smartwatch keeps nudging you to stand up…yet, somehow, you still feel behind?

If that sounds familiar, you're not alone. Many executives find themselves caught in a cycle of unproductive meetings and energy-draining interactions.

The good news is that by managing your time more effectively, along with your team’s, you can boost productivity and improve your overall well-being.

Here are some practical tips to help you take control of your calendar...and your life.

1. Focus on Your Top Priorities


Start by identifying up to five key goals or projects you want to accomplish this year. Aim to dedicate about 95% of your time to these priorities.

Why just five? Because focusing on a small, manageable number helps you stay sharp and avoids spreading yourself too thin. If you try to juggle 10 priorities, your attention gets divided, and important things start to slip through the cracks.

2. Audit Your Collaborative Interactions


Take a close look at how you're spending time collaborating with others. Categorize your interactions into three main types:
  • Decision-making: This includes complex or uncertain decisions (like investments) and routine but cross-cutting decisions (such as quarterly reviews).
  • Creative solutions and coordination: Think innovation sessions (like developing new products) and daily check-ins.
  • Information sharing: This involves one-way communication (like videos) and two-way exchanges (like town halls with Q&A).

Once you’ve categorized these, consider making adjustments to ensure each interaction serves a clear purpose and adds value.

3. Make Your Meetings More Effective


Meetings often become a series of presentations or general discussions. To improve them, start with a clear goal: what decision needs to be made?

Knowing this allows you to craft an agenda that’s focused and outcome-oriented, saving everyone’s time and energy.

4. Optimize Your Team’s Master Calendar


Creating space for your team's most important priorities requires an honest review of existing commitments.

Leaders should evaluate which meetings and activities truly support strategic goals, and which are just habit or tradition. Don’t be afraid to cut or reschedule meetings that no longer serve a purpose, freeing up time for what truly matters.

5. Prioritize Your Well-Being


Lastly, don’t forget to nurture your own resilience and happiness. Engaged and thriving leaders often have outside interests - like running clubs, book groups, or dinner gatherings - that add dimension to their lives. Maintaining these connections helps keep work in perspective and fuels your overall well-being.

Conclusion

Mastering time management isn't about doing more; it's about doing what matters most with focus and intention. By honing in on your priorities, streamlining collaboration, making meetings more purposeful, optimizing your calendar, and caring for your well-being, you’ll find yourself not only more productive but also more fulfilled.

Remember, a well-managed schedule is key to a balanced and successful life - so start taking control today!
]]>Wed, 23 Apr 2025 15:48:49 -0400<![CDATA[It's Not You...It's Me]]>https://www.jacquideon.com/blog/post/it-s-not-you...it-s-meUnderperformance is often a reflection of leadership shortcomings. As a leader, your role is to identify performance issues and address them effectively.]]>
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Underperformance is often a reflection of leadership shortcomings. As a leader, your role is to identify performance issues and address them effectively. Here’s how you can tackle underperformance in your team:


1. Diagnose the Problem

Assess whether unclear goals, inadequate skills, or insufficient resources are causing the issue. If so, provide the necessary support and training to empower your team member.


2. Look for Patterns

Performance dips may stem from personal challenges or team-wide habits. If recurring issues arise, intervene by asking thoughtful questions to uncover root causes rather than taking over.


3. Reflect on Your Leadership

Ask yourself: Have I set clear expectations? Am I consistently following through on deadlines and guidance? Leadership accountability is key to addressing team underperformance.


4. Provide Immediate Feedback

Delaying feedback only worsens the situation. Offer constructive, empathetic guidance promptly, ensuring clarity about expectations and alignment on improvement plans.


5. Make Tough Decisions

If improvement seems unlikely despite your efforts, it may be time to reassess the individual’s fit within the team. While difficult, this decision can benefit both the team and the individual in the long run.


6. Be Proactive

Regularly communicate performance expectations and check in with your team. Early intervention is far easier than addressing entrenched underperformance.


By addressing underperformance head-on with clarity and empathy, leaders can foster a culture of accountability and continuous improvement, ensuring both individual and team success.

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