Michael Larkin: Finding the Power in the Story

LARKIN

EDITOR’S LETTER

The New Currency Isn’t Attention. It Is Trust

DearReaders,

Welcometoaneweraofconnection.Fortoolong,themarketingworldwasobsessedwith makingtheloudestnoise.Weshoutedandscrambledforeveryfleetingsecondofa consumer’sday.Butthetidehasturned.Today,winningbrandsdonotjustinterrupt;they matter.Theybuildloyaltribes,fostergenuinerelationships,andleadwithempathy.Itisin thisspiritoftransformativeconnectionthatweproudlypresent“The10MostInfluential MarketingandAdvertisingLeadersof2025.”Thesevisionariesarerewritingtherules, provingthatthebestcampaignsdon’tjustcaptureeyeballs—theycapturehumanhearts.

OurcoverstoryfeaturesMichaelLarkin,CEOandFounderofSCMediaPartnersLLC,a leaderwhointuitivelyunderstandsthatattentionscarcityisanopportunity,notahurdle. ShapedbyanearlyfascinationwithradiobroadcastingandovertwodecadesofscalinghighperformingteamsatMarketSourceInc.,Michaeltookaboldleapoffaithtobuildaboutique firmthatprioritizesauthenticityoverbureaucracy.SCMediaPartnersflawlesslyblendsthe precisionofmodernAIanddataanalyticswithadeeplyhuman-centeredapproach.Bydoing so,theycrafttailoredstrategiesthatcutstraightthroughthedailydigitalnoise.ForMichael, technologyservesasahelpfulbridge,buthumanjudgmentandcorevalueslikeresilienceand empathyremaintheunshakablefoundation.Byturningcomplexmarketdataintoclear, meaningfulcampaigns,hehelpsbrandsbuildthekindofenduringtrustthatscalealonecan neverbuy.

Joininghiminthiseditionisaremarkablegroupofinnovatorsequallycommittedtoshaping thefutureofourindustry WeareproudtohighlightNakishaAdamsofSkribble,Susan WilligofTrueNorth,AmyOsmondCookofStageMarketing,andBiancaBarbuof CANGO.

Theseleadersremindusthatbehindeveryscreenisapersonwaitingforastorythatresonates. Asyouturnthesepages,youwilldiscoverblueprintsforleadingwithpurpose,staying curious,andembracingchange.Thefutureofadvertisingisn’taboutchasingalgorithms.Itis aboutcreatingworkpeoplewouldgenuinelymissifitweregone.Divein,getinspired,andlet theirjourneyschallengeyoutomarketwithyourheart.

Sincerely,

Simran Khan Managing Editor

10. Michael Larkin CoverStory

LARKIN

Finding the Power in the Story

Attention scarcity is the new currency.”

Everyindustryhasitsownrhythm,butmarketing

moveswithadifferentkindofurgency.Itisa spacewhereattentionshiftsquickly,andwhere thesmallestdetailinamessagecanchangehowpeople seeabrand.Atitsheart,marketingisabouttrustand connection.Companiessearchforvoicesthatnotonlysell butalsoresonate,voicesthatunderstandhowtotranslate anideaintosomethingthatfeelspersonal.

MichaelLarkin,CEOandFounderofSCMedia PartnersLLC,grewupinNewYork,wherehefirst noticedhowmessagescouldshapethewaypeoplethink. Forhim,commercialsontelevisionorconversationson theradioweremorethanbackgroundnoise.Theywere lessonsinpersuasion,rhythm,andtone.Thatearly fascinationneverlefthim.BythetimeheenteredHofstra University,healreadycarriedwithhimanaturalcuriosity abouthowcommunicationworked.

HebeganhisbroadcastingcareeratWRHURadio (1981–1984),wherehegainedhands-onexperiencein stationoperations,programming,andmarketing.That foundationledhimtoWBLI(1985–1994),wherehe advancedintoprogrammingandmarketingdirectorroles, overseeingstationbranding,promotions,andaudience development.Fromthere,hecontinuedtoexpandhis leadershipexperienceatWKJYandWHLI(1995–1998), directingprogrammingandmarketinginitiativesthat strengthenedlistenerengagementandadvertiser partnerships.Throughouttheseyears,hebuiltastrong trackrecordinradiomanagement,creativeprogramming, andstrategicmarketingthathascontinuedtoshapehis career.

Thoseyearsplantedtheideathatcommunicationisnot onlyaboutwhatissaidbutalsoabouthowitisreceived. ForMichael,thisrealizationbecamemorethanalesson. Itbecamethesparkthatwouldguidehispathinto marketing,whereshapingstoriesandbuildingtrustwould definehiswork.

BuildingaFoundationinSalesandLeadership

LongbeforestartingSCMediaPartners,Michaelspent morethantwodecadesshapinghiscareerat MarketSource Inc.Itwastherethathelearnedhowto operateatscalewhilekeepingacloseeyeonthedetails thatdriveperformance.Fortwenty-threeyears,heworked withsomeoftheworld’smostrecognizablebrands, leadingmerchandisingandsalesprogramsforFortune 500companies.

Eachroletestedhisabilitytobalancestrategywithexecution, andeachoneaddedtothetoolkithewouldlateruseasan entrepreneur

HisyearsatMarketSourcewerenotjustabouthittingtargets. Hebecameknownforbuildinghigh-performingteams, streamliningoperations,andfindingopportunitiesforgrowth whereotherssawonlyobstacles.Thescaleofresponsibility wasimmense,yethethrivedinenvironmentswherepressure demandedcleardecisionsandsteadyresults.Lookingback, heseesthoseyearsasthefoundationthatpreparedhimto taketheleapintobuildinghisowncompany

TakingtheLeapofFaith

Transitioningfromalong,successfulcareeratMarketSource tofounding SC Media Partners wasnotasimplestepfor Michael.Aftertwenty-threeyearsofleadingteamsand managinglarge-scaleprograms,hetookabriefcareerbreak toreflectandreset.Itwasatimetoevaluatewhathewanted next,bothpersonallyandprofessionally,andtoconsiderhow hecouldmakethemostmeaningfulimpactinhiswork.

LaunchingSCMediaPartnerswasaleapoffaith,but Michaelapproacheditwiththesamefocusanddisciplinethat hadguidedhisprevioussuccesses.Hedrewonthelessons learnedoverdecades,frombuildinghigh-performingteams tomanagingcomplexoperations,andappliedthemtoanew, entrepreneurialcontext. “I leaned into my network, stayed grounded in my values, and embraced the challenge of creating something from the ground up,” herecalls.

Ratherthanrushingintothebusiness,Michaeltreatedeach decisionasabuildingblock.Heprioritizedauthenticity, relationships,andaclearsenseofpurpose.Thatcareful balanceofreflectionandactionallowedSCMediaPartnersto growsteadily,transforminguncertaintyintoopportunityand turningambitionintoacompanythatreflectsitsvisionfor thoughtful,impactfulmarketing.

Atthesametime,Michaelbeganexpandinghisbusiness holdingsbeyondSCMediaPartners.HelaunchedSun,Sand andOceanLLC,whichoperatesonlinefashionstores,Soleo FashionandShirtHeroes,aswellasaprivate-labelcoffee brand,BeachBlanketCoffee.Healsoformedthe WedgewoodRadioGroup,astationacquisitiongroup dedicatedtoacquiringradiostationsthatstillbelieveinlocal radio.Theseventuresreflecthisentrepreneurialspiritandhis abilitytoidentifyopportunitiesacrossdifferentindustries whilestayingtruetohispassionforcommunicationand connection.

ABoutiqueApproachtoGrowth

WhenMichaellaunchedSCMediaPartners,hedid notsetouttobuildalargeagencywithlayersof bureaucracy.Instead,hecreatedaboutiquefirm thatfocusesondeliveringtailoredstrategies designedtofittheuniqueneedsofeachclient.The companyoffersarangeofservices,including businessdevelopment,socialmediastrategy,event andaccountmanagement,andpodcastcontent. Eachserviceisdesignedwithonegoalinmind:to helpbrandsnotonlybeseenbutremembered.

Whatsetsthefirmapartisthewayitcombines strategywithpersonalization.Largeragenciesmay delivervolume,butSCMediaPartnersemphasizes agilityanddirectengagement. “We built a hybrid model that allows us to move quickly and respond to our clients in real time,” Michaelexplains. “That agility makes it possible for us to stay aligned with their goals while giving them the personalized support they deserve.”

Throughcarefullycraftedcampaigns,theagency helpsbrandsstrengthentheirvisibilityanddeepen customerrelationships.Whethermanagingan eventorshapingadigitalpresence,SCMedia Partnersapproacheseachprojectwiththesame focus:creatingauthenticconnectionsthattranslate intomeasurablegrowth.

TurningChallengesintoOpportunities

Thebusinessworldtodayrunsonattention,yet attentionishardertoearnthaneverbefore. Consumersscrollpastcountlessmessageseach day,andeventhestrongestcampaignsriskbeing lostinthefloodofcontent.Formanybrands,this createsfrustrationanduncertainty.Thechallenge isnotonlyaboutvisibilitybutaboutfindingaway toconnectinawaythatfeelsgenuine.

MichaelLarkinseesthisasbothahurdleandan opening. “Attention scarcity is the new currency,” hesays. “But if a brand can cut through the noise with authenticity and personalized storytelling, it can build trust that lasts.” Hisviewreflectsthe guidingphilosophyatSCMediaPartners,where thefocusisnotoncompetingforeveryclickbut oncraftingstrategiesthatresonatewithreal people.

Theagencyhelpsclientstakewhatfeels complex,fromfragmentedmarketsto shiftingalgorithmsandchanging customerexpectations,anddistillitinto campaignsthatareclear,strategic,and meaningful.Byblendingcreativitywith data-driveninsight,SCMediaPartners transformsscatteredattentioninto focusedengagement.ForMichael,this abilitytoturnacommonchallengeinto anadvantageiswhatallowsbrandsto thriveintoday’scrowdedmarketplace.

LeveragingTechnologytoStayAhead

ForMichael,successinmarketingisnot aboutchasingeverynewtoolbut understandinghowtousetherightones effectively AtSCMediaPartners, technologyservesasabridgebetween strategyandexecution.Theteamrelies onCRMsystemstomanage relationships,socialanalyticstomeasure impact,andAI-poweredcontenttoolsto uncoveropportunitiesforengagement. Theseplatformsprovideinsight,butthe realvaluecomesfromapplyingthat informationthoughtfully

“Toolsalonedon’tcreateresults,” Michaelexplains.“It’showyouuse themtosparkcreativityandconnectwith youraudiencethatmakesthedifference.” Whetherproducingapodcasttoestablish thoughtleadershiporrespondingtoreal timeengagementonsocialmedia,the agencyemphasizesflexibilityand attentiontodetail.Thegoalisnotjustto followtrendsbuttoanticipatethemand respondinwaysthatfeelmeaningfulto clients’audiences.

Bycombiningtheprecisionof technologywithahuman-centered approach,SCMediaPartnershelps brandsstayagileandrelevant.The company'smethoddemonstratesthat adaptability,guidedbyinsight,can transformcomplexdataintocampaigns thatresonateandproducetangible results.

PersonalValuesDrivingProfessionalImpact

Leadership,forMichael,isnotjustamatterofstrategy orresults.Itisdeeplyinformedbythevalueshe carriesinhispersonallife.Resilience,empathy,and balanceguidethewayheapproacheschallenges, teams,andclientrelationships.Thesequalitiesshape decisions,influencepriorities,andprovidea frameworkforhowhemeasuressuccessbeyond simplemetrics.

“Success is not just about numbers; it’s about impact,” Michaelsays.Thisperspectiveunderpins everyaspectofSCMediaPartners,frommentoring teammemberstocultivatingmeaningfulrelationships withclients.Bystayingattunedtothehumansideof business,heensuresthatworkisnotonlyeffectivebut alsopurposeful.

Hiscommitmenttotheseprinciplescreatesaculture wherepeoplefeelsupportedandempowered.It informshowheevaluatesopportunities,howhe navigatessetbacks,andhowhemaintainsbalance amidthedemandsofentrepreneurship.Michael’s professionalchoicesreflectabeliefthatstrongvalues arethefoundationforenduringsuccess,allowinghim tobuildacompanythatdeliversmeasurableresults whilefosteringgrowthandfulfillmentforeveryone involved.

MilestonesThatDefineaCareer

Throughouthiscareer,Michaelhascelebrated achievementsthatextendbeyondnumbersand revenue.Oneofthemostmeaningfulmilestoneshas beenguidingandmentoringdozensofteammembers intoleadershiproles.Watchingothersgrowunderhis guidancereinforcedhisbeliefthatsuccessismeasured notonlybyperformancebutbytheimpactyouhave onpeople’scareers.

Yettheachievementthatstandsoutmostpersonallyis foundingSCMediaPartners.ForMichael,it representsmorethanabusiness;itembodiesavision broughttolife. “Launching SC Media Partners is the culmination of everything I’ve learned and the platform where I can help others grow,” heexplains. Thecompanyservesasaspacetotranslateexperience intoopportunity,providingclientsandteammembers alikewithguidance,support,andstrategiesthatleadto realresults.

EmbracingAItoEnhanceCreativity

Michaelviewstechnologyasapartnerinthecreativeprocess, notareplacementforhumaninsight.Artificialintelligencehas transformedhowmarketingstrategiesaredevelopedand executed,enablingdeeperpersonalization,moreprecise performanceoptimization,andsharperaudienceinsights.For SCMediaPartners,AItoolsareusedtostrengthenthestrategic andcreativeworktheteamproduces.

“AI allows us to be more strategic, responsive, and impactful,” Michaelexplains.ByintegratingAIintocampaigns,theagency canquicklytestideas,identifytrends,andrefinemessagingin realtime.Thetechnologyprovidesdataandpossibilities,but Michaelemphasizesthathumanjudgmentremainsatthecenter ofeverydecision.

Throughthisapproach,SCMediaPartnersdeliverscampaigns thatresonatewithaudienceswhilestayingadaptabletoafast changinglandscape.AIenhancestheirwork,makingitsmarter, faster,andmoretargetedwithoutreplacingthecreativityand thoughtfulplanningthatdefinetheagency’sapproach.

“

But if a brand can cut through the noise with authenticity and personalized storytelling, it can build trust that lasts.”

BalancingAIwithAuthenticity

MichaelbelievesthatAIoffersremarkable opportunitiesinmarketing,particularlywhenit comestoscale.Itallowsbrandstodeliverhighly personalizedexperiencestoaudiencesinwaysthat werepreviouslyimpossible.Campaignscanreach morepeople,testmoreideas,andadaptquicklyto changingtrends,givingcompaniesasignificant advantageinacompetitivelandscape.

Yetwiththesepossibilitiescomechallenges.Michael emphasizesthatmarketingremainsfundamentally abouthumanconnection. “The opportunity is scale, but the challenge is maintaining authenticity,” he explains.AtSCMediaPartners,AIisneverusedin isolation.Everycampaignisguidedbyhuman oversightandethicalstandards,ensuringthat technologyenhancesratherthanreplacesthe creativityandjudgmentattheheartofeverystrategy Thiscarefulbalanceallowstheagencytoharness AI'spowerwhilepreservingthetrustand engagementthatmakemarketingmeaningfuland effective.

LookingAhead:VisionandAspirations

MichaelLarkinseesSCMediaPartnersasmorethan amarketingagency.Heimaginesitgrowingacross thecountrywhilebecomingatrustedvoicein strategicmarketing.Hisgoalistosetanexamplefor howbrandscanconnectmeaningfullywiththeir audienceswhilemaintainingcreativityandprecision. Expansion,forMichael,isnotsimplyaboutsize;itis aboutinfluence,impact,andtheabilitytoguide companiestowardmorethoughtfulmarketing practices.

Atthesametime,heremainscommittedto mentorshipandsupportingthenextgenerationof professionals. “I want to create programs that help emerging talent grow and build careers they can be proud of,” hesays.Beyondhisworkwiththeagency, heisplanningabookthatblendsleadershiplessons withreal-worldmarketingstrategies,offeringinsight intobothhisapproachandtheindustryasawhole.

Throughtheseefforts,MichaelcontinuestobuildSC MediaPartnersasaplatformthatdeliversresults, nurturestalent,andsharesknowledgeacrossthe marketingworld.

AdviceforAspiringLeaders

Michaelbelievesthatbuildinga lastingcareerinmarketingand entrepreneurshipisrootedin intentionalityandcuriosity.He encouragesemergingleadersto approacheveryopportunitywith purposeandtofocusongenuine connectionsratherthansimply expandinganetwork. Relationships,hebelieves,are thefoundationofsustainable growthandmeaningful influence.

“Lead with purpose. Stay curious. Build relationships, not just networks,” headvises. Setbacks,Michaeladds,arepart ofthejourney “Every setback is a setup for growth. If you stay true to your values and embrace change, you'll build something that lasts.”

Hisguidancereflectsthe principlesthathaveshapedhis owncareer:resilience, thoughtfulstrategy,anda commitmenttonurturingtalent. Bykeepingtheseideasatthe centeroftheirwork,aspiring marketersandentrepreneurscan notonlyachievesuccessbut alsoleavealastingmarkon theirindustries.

A Strategic Leader Pioneering Marketing Solutions

Dr.AmyOsmondCookisarenownedleaderin

thefieldofmarketing,recognizedasthe FounderandCEOofStageMarketing.Withan impressivebackgroundasaneditorandwriter,she possessesawealthofexperiencespanningvariouswriting genres,rangingfromengagingblogstocompelling articlesandevenfull-lengthbooks.

Amy’seducationaljourneyhasbeenoneofrelentless pursuitandacademicexcellence.Sheholdsbotha Bachelor’sandMaster’sdegreeinEnglishandaPh.D.in communication.Overthepast15years,shehas intermittentlysharedherexpertisebyteachingwritingand communicationclassesatprestigiousinstitutionssuchas BYU,ASU,andtheUniversityofUtah.

Beyondheracademicpursuits,Amyhasbecomeatrusted ghostwriterfornumerousCEOswhoseektoestablish theirvoicesininfluentialpublicationslikeForbes, Entrepreneur,andTheWallStreetJournal.Additionally, shehascarvedherpathasacolumnist,regularly contributingtoesteemedpublicationssuchasTheOC Register,TheDailyHerald,DeseretNews,andCupid’s Pulse.Hercolumnsprovidevaluableadviceandthoughtprovokingcommentaryonvarioussubjects.

StageMarketingiswidelyrecognizedforbeingthemost business-friendlyagency.Recognizedforits comprehensiverangeofservices,StageMarketingworks withStartups,SMBs,andenterpriseorganizationsto developcustomizedmarketingplansacrossthecustomer 360journey.Overthepast14years,Stagehasdeveloped 15corecompetenciesin-houseindigital,experiential,and partnermarketing;salesenablement;andcustomer success.AsadistinguishedGooglePartnerandHubspot PlatinumPartner,thecompanyoffersanextensivesuiteof businessandmarketingsolutionstailoredtoclients’ uniqueneedsacrossvariousindustriesandsizes.

Thisnarrativehasbeenconstructedbasedonanin-depth conversationwithAmy,whereweexploredthemany facetsofherleadership.Bydelvingintoherremarkable journeyandthesuccessofStageMarketing,itbecomes

evidentthatAmy’sexceptionalleadershipskillshavebeen instrumentalinshapingthecompany’sgrowthand establishingitsprominenceintheindustry

AResilientJourneyofSuccess

Amy’seducationalandprofessionaljourneyisatestament toherresilienceanddeterminationinthefaceofpersonal andfinancialchallenges.Herstoryisoneofturning adversityintosuccess,anditallbeganin2002whenshe becamedivorcedattheyoungageof26,raisingtwoyoung childrenandburdenedbydebtasshepursuedhergraduate studies.

Despiteherobstacles,Amyperseveredandcontinuedher educationalpursuits.ShecompletedhermastersinEnglish, Rhetoric,andComposition,whereshediscoveredher passionforwriting.Littledidsheknowthatthisinterest andtalentwouldplayasignificantroleinherfuture endeavors.

Amy’slifesignificantlyturnedin2008whenhernew husband,Jeff,landedapromisingjobatLehmanBrothers. Theythoughttheirfinancialstruggleswereover,but unfortunately,thesubprimemortgagecrisisshatteredtheir hopes.Suddenly,theironce-stablefuturebecameuncertain.

Inthefaceofthisunexpectedsetback,Amytookthe initiativetohelpsupportherfamily.Sheembarkedonparttimewritingandeditingjobs,leveragingherskillsto contributetotheirfinancialstability.Itwasduringthis challengingperiodthatanopportunityforentrepreneurship presenteditself.

Driventoovercometheirfinancialstruggles,Jeffproposed achallengetoAmy Theyeachtook$5,000fromtheirtax returnanddecidedtoseewhocouldgeneratethemost significantreturnoninvestment.WhileJeffventuredinto realestate,Amyseizedtheopportunitytoestablishherown company,StageMarketing.

Foundedwithher$5,000investment,StageMarketing startedasasmallventurebutquicklygainedtraction.

Founder & CEO

Stage Marketing

DR. Amy Cook

“

It’s more important to hire the right person than it is to hire for the position you have open.

Amy’sentrepreneurialspiritand expertiseinwritingandmarketing propelledthecompanyforward.Over 14years,StageMarketinghas experiencedcontinuousgrowthand remainsathrivinganddynamic enterprisetoday

StageMarketing:AFull-funnel DigitalandExperientialGo-toMarketCompany

“The reason I started Stage Marketing is because my family needed it,” states Amy.Foundedin2009,Stage Marketingquicklyevolvedintoa comprehensivedigitalandexperiential go-to-marketcompany,exceeding Amy’sinitialexpectations.

Fromtheoutset,Amyapproached eachprojectandclientasanew opportunity,pouringherfulleffortinto helpingthemachievetheirgoals.This wholeheartedcommitmenttoher clientsdidn’tgounnoticed.Thevalue sheplacedontheirsuccessfostered strongpartnershipsandfriendships, layingthefoundationforlong-term growth.

AtStageMarketing,themissionis straightforward:toempower customerstosucceed.Understanding thatdifferentorganizationshave

distinctobjectives,thecompany adaptsitsstrategiesandservicesto meetindividualclientneeds. Whetherthefocusisondriving top-linerevenueorimproving overallprofitability,Stage Marketingisdedicatedto facilitatingitsclients’business goals.

Asthecompanygraduallygained momentum,additionalservices wereintroducedinresponseto clientrequests.Amychosea bootstrapapproach,allowingthe businesstogrowsteadilyand organically.Thisapproach prioritizedthesatisfactionof clientsandthefine-tuningof processes,ratherthansolely focusingonrapidnumerical growth.Thisdeliberateapproach ensuredthatStageMarketing maintaineditscommitmentto excellenceandsuperiorclient service.

Overtime,StageMarketing assembledaremarkableteamof top-notchmarketersand communicationspecialists.Amy vividlyrecallsthemixtureofthrill andtrepidationwhenherfirstparttimeemployeeexpressedthedesire tojointhecompanyonafull-time

basis.Sincethen,StageMarketinghas flourished,currentlyboastingadiverse teamofover50employeesoperating acrossvariousU.S.locations,aswell asthePhilippinesandSouthAmerica. Witnessingthisexpansionhasbeena realizationofAmy’sdreams,marking anincrediblejourneyofgrowthand achievement.

StageMarketing’sPioneering Approach

StageMarketingstandsapartinthe severelycompetitivemarketing industrywithadistinctiverangeof servicesandsolutionsthatredefinethe meaningofvalue.Itstandsoutfrom thecompetitionbyprovidingaunique valueproposition.

StageMarketing’sconsistent dedicationtoprovidingconsumerswith outstandingvalueisatthecoreofits productsandservices.Thebusiness takesexcellentsatisfactioninoffering unmatchedtop-notchservicesinterms offlexibility,accessibility,and openness.Itrecognizesthegenuine conceptofvalue,unlikeotheragencies, andensuresthateveryclientbenefitsto thefullest.

TheadaptabilityofStageMarketing’s servicesisoneoftheirdistinguishing qualities.Thebusinessquickly switchesbetweenseveralbenefitswith ablendedcoststructuretomeetthe changingdemandsofcustomers.The companyadjustsspeedilyandwithout effort,whetherforacompletewebsite redesignoraprojectincludingall aspectsofeventmanagement.

Anotheressentialfeaturethat distinguishesStageMarketingis affordability Thebusinessdelivers outstandingcost-effectivenessbecause itunderstandsthatemployeesareits competitors,nototheragencies.Forthe costofasingleinternalemployee,

clientsmaybenefitfromthe knowledgeandskillsofawhole marketingteam.Thismethod removeslong-termcontractsand relatedHRcomplicationswhile maximizingvalue.

StageMarketingiscommittedto beingbusiness-friendlyand demonstratesthisthroughits transparentbillingpractices.Every projectandhouristrackedprecisely, allowingclientstoseetheexactvalue theyreceivefortheirmoney This leveloftransparencyisuncommonin theindustry,butStageMarketing believesitisessential.

Despitethecriticismand contradictoryadvice,Amybelieved focusingoncustomerqualityand employeesatisfactionwouldgenerate excellentresults.Thesuccessof StageMarketingspeaksforitself.As otherfirmsstrivetoreplicatetheir concept,StageMarketingisadecade aheadofitscompetition.The company’sconstantfocusonoffering outstandingvaluekeepsitatthe forefrontofinnovationandcustomercentricity

IndustriesinFocus

Thehealthcare,technology,andreal estatesectorsareareaswhereStage Marketingexcels.Byblendingdigital andexperientialmarketing,itensures outstandingresults.Flexibility, adaptability,andtargetingthe relevantadsthroughthebest channelstotherightaudienceatthe righttimearetheirsecrettools.They knowthevalueofsmoothasset deliveryandusetheirstrategic alliancewithHubSpottostayontop. “When technology and marketing work together, the results can be outstanding,” assertsAmy.Withdeep expertiseinhealthcare,technology, andrealestate,StageMarketing

minimizesindustrychallenges. Theyareareliablepartnerin attaininglong-termsuccess duetotheircreative approaches,technological developments,andan everlastingdedicationtovalue.

Amy’sLeadershipRole

Asthefounder,Amyis responsiblefordetermining StageMarketing’sdirection whilesupportingheramazing staff.Sheenablesstaffto managedailytasks,focusing ondrivingbusinessgrowthand assistingclients.Amy’shighenergyleadershipfosters innovationandquality, ensuringStageMarketing producesoutstanding outcomes.Hercommitmentto creatingapositiveworkplace culturedistinguishesherasa prominentindustryleader.Her passionforsuccessandthe fulfillmentofbothcustomers andstaffdrivesStage Marketing’scontinued progress.

LifebeyondOffice

Beyondherprofessional endeavors,Amyindulgesin varioushobbiesandinterests, fosteringawell-balancedlife. Shefindspeaceand satisfactioninplayingthe violin,whichshelearnedto playasachildinaperforming family.Inheryoungerdays, sheevenperformedonstage withherfamilyinBranson, Missouri.

Asavidadventurers,Amyand herhusbandalsofeedtheir wanderlustthroughtravel. Exploringnewdestinations

andimmersingthemselvesindifferent culturesisarejuvenatingescapefromthe demandsofdailylife.

WiseWordsforGrowth

Amyembodiesresilience,vision,and dedication.Herprofessionaljourney showcasesthepowerofperseveranceand servesasaninspirationtoaspiring entrepreneurs.Shesharesheradvicethat willhelpentrepreneursgrowtheir companies. “When you recognize great talent and ability in someone, move heaven and earth to make them part of your team, even if you need to allow for additional flexibility to accomplish it.”flexibility to accomplish it.”

“Be true to yourself and your own style of leadership rather than necessarily trying to copy others.”

LEADERSHIP CHALLENGES

18
Eye-opening
Facts
That
Reveal
What
Employees
Really
Want

Youcanovercomethesechallengesto

enhanceteamperformanceandfostera positiveworkenvironment.Ifyouarea managerorateamleader,understandingwhat employeesreallywantcansignificantlyimproveyour leadershipskills.

Inthisblog,wewillunveil18eye-openingfactsthat revealwhatemployeesreallywant,helpingyouto effectivelyaddressleadershipchallengesinyour organization.

EmployeeEngagement

1.AGallupstudyrevealsthat85%oftheglobal workforceisdisengaged,leavingonly15%engaged atwork.

2.Amongemployees,59%arepassivelydisengaged (quietquitting),while18%areactivelydisengaged (loudquitting).Theseemployeesoftenpointto workplaceculture,compensation,andwell-beingas areasforimprovement.

3.DisengagedemployeesarecostingU.S.businesses between$450billionto$550billioninlost productivityannually,withtheseemployeesbeing 18%lessproductivethantheirengagedcounterparts.

Imagineacompanyasaship.Employeesarecrew members,theirengagementistheirrowingeffort. Ideally,allcrewmemberswouldbefullyengaged, rowinginsync,propellingtheshipefficiently Thisis 100%employeeengagement.

However,only15outof100crewmembersare activelyrowing.Thisisoneofthesignificant leadershipchallenges.

Amongthenon-engaged,59%are‘quietquitting.’ They’reontheship,holdingtheoarsbutnotrowing. Theymightbedissatisfiedwiththecompanyculture, pay,orwell-being.They'renotcausingtrouble,but they’renotcontributingeither.

Then,therearethe18%whoare'loudquitting.’ They’renotjustfailingtorowbutareactively disruptingtheship.Theymightbecomplaining, arguing,orevendrillingholesintheship.Thisis anotherfacetofleadershipchallenges.

Thislackofengagementisn'tjustaboutslower progress.It'scostly

So,futureleadersmustfindwaysto:

● Engagethe‘quietquitters’

● Neutralizethe‘loudquitters’

● Fosteranenvironmentwheremorecrew membersareactivelyandenthusiastically working

KnowledgeSilos

4.TheChaosManifesto2014statesthat33%of projectsfailduetoinsufficientteaminvolvement, emphasizingtheimportanceofclearcollaboration.

5.Theabsenceofcollaborationcanresultin ‘knowledgesilos’causinginformationtobe confinedwithinteams,leadingtoredundantefforts andlostlearningopportunities.

6.Insuch‘siloed’environments,crucialinformation andexpertiseremainisolatedwithinspecificteams, obstructingorganizationalknowledgegrowth andsharing.

Consideracompanyasafootballteam.Ina successfulteam,eachplayerknowstheirroleand theircontributiontothegameplan.Thisis collaboration.

However,someplayersareunclearabouttheir rolesornotfullycommitted,leadingtoa disjointedteamthatstrugglestowingames.This lackofcollaborationcreates‘knowledgesilos,’ whereplayersexcelindividuallybutlack understandingoftheteamwork,leadingtomissed opportunities.

Inthese‘siloed’environments,valuable informationgetstrappedwithinteams,hindering knowledgesharingandgrowth,leadingto duplicationofeffortsandmissedopportunitiesfor teamworkandimprovement.Thispresents leadershipchallengesforthecaptain.

Thechallengeistobuildacollaborative environmentwhereeveryteammember understandstheirroleanditscontributiontothe team’ssuccess.Thisinvolves:

● Breakingdownknowledgesilos

● Promotingopencommunication

● Ensuringthateveryonefeelsinvolvedand valued.

ChangeManagement

7.70%ofchangeinitiativesfail,underliningthe challengesinexecutingeffectivechange managementstrategies.

8. Prosci’sresearchindicatesalackofchange buy-inandsolutionsupportasakeyobstacle. Thisresistancecanstemfromfearofthe unknown,jobinsecurity,orinadequate communication.

9.31%ofCEOsarefiredformismanaging change,underscoringthecriticalrole leadershipplaysinnavigatingorganizational change.

Thinkaboutacompanyasashipsailingtowards itsgoals.Thejourneyisn’talwayssmooth;itoften needstochangecourseduetovariousfactors, similartoorganizationalchangeinitiatives.

Imagineif70%ofthetime,theshipfailstochangeits coursesuccessfully.It’slikelytohitobstaclesorget caughtinbadweather,delayingorevenpreventingit fromreachingitsdestination.Thismirrorswhen70% ofchangeinitiativesinorganizationsfail.

Thesuccessofacoursechangedependsonthecrew's support.Iftheyresistchangeduetofear,insecurity, orlackofcommunicationtheshipstrugglestochange itscourse.Thisismuchlikethelackofchangebuy-in inorganizations,where37%ofemployeesresist change.

Thecaptain’sroleiscrucialinnavigatingthese changes.Iftheyfail,theymightbereplaced,as31% ofCEOsarefiredformismanagingchange.

Iftheshipconstantlychangesitscourse,thecrewcan becomeoverwhelmed,similartothechangefatigue experiencedbyemployeesinorganizations undergoingconstantchanges.Tonavigatethese changes:

● Clearcommunication

● Addressanxietiesandinsecurities

● Managechangeinawaythatkeepsthe organizationontracktoachieveitsgoals.

Decisiondistress

10. AnOraclestudyrevealsthat90%ofbusiness leadersexperiencedecisiondistressduetodata overload,adverselyaffectingtheirqualityoflife.

11. 26%strugglewithdatacredibility,and80% abandondecision-makingduetooverwhelming data.

12. Thisdecisionparalysisnegativelyimpactsthe qualityoflifefor88%ofpeople,leadingto increasedanxiety(38%),missedopportunities (40%),andunnecessaryspending(42%).

Imagineanovelisttryingtowriteabook.Hehasalot ofinformation-characterbackstories,plotideas, historicalfacts,andsoon.However,thesheervolume ofthisinformationcanbeoverwhelming,leadingto “decisiondistress.”

Thisreflectsleadershipchallengeswheredata overloadmakesdecision-makingstressful.

Insomecases,thenovelistmightquestionthe credibilityoftheinformationtheyhave.Isthe historicalfactaccurate?Isthecharacter’sbackstory believable?Thismirrorsthestruggleofsomeleaders whoquestionthecredibilityoftheirdata.

Sometimes,theoverloadofinformationcanbeso overwhelmingthatthenovelistcannotmoveforward withthestory.Theyarestuck,unabletodecide whichplotdirectiontotakeorwhichcharacterto focuson.

Thisdecisionparalysiscanhavenegativeimpacts.It canleadtoincreasedanxiety,missedopportunities (likeagreatplottwistorcharacterdevelopment), andunnecessaryspending(timespentonirrelevant researchorrewriting).

Similarly,decisionparalysisinleadershipcanleadto increasedstress,missedbusinessopportunities,and wastefulspending.So,thekeyisto:

● Learnhowtomanageandinterpretdata effectively

● Ensuringitscredibility

● Makinginformeddecisionswithoutlettingthe volumeofdataleadtodecisionparalysis.

ConflictResolution

13. 48%ofemployeesbelievemanagersneedmore traininginhandlingconflicts.

14. 76%ofemployeesprefertoavoidconflictwhen possible.Thisavoidancecanleadtounresolved issues,resentment,anddecreasedproductivity

15. 27%ofemployeesquittheirjobsdueto unresolvedconflicts.

Let'sconsiderascenarioofacoachtrainingasports teamtounderstandthesestatisticsbetter.

Acoachoftenfacesconflictsamongteammembers. Theseconflictscouldarisefromdisagreementsabout strategies,roles,orpersonalissues.

Someteammembersmightfeelthattheircoach needsmoretraininginhandlingtheseconflicts,much likeemployeeswhobelievetheirmanagerscould benefitfromadditionalconflictresolutiontraining.

Manyteammembersmightpreferto avoidconflictaltogether,similarto employeeswhowouldratherkeepthe peacethanvoicetheirconcerns.However, thisavoidancecanleadtounresolved issuesandresentment,affectingtheteam's performanceandmorale.

Unresolvedconflictscanleadtoserious consequences.Someteammembersmight choosetoleavetheteamifconflictsare notaddressed,disruptingtheteam’s harmonyandpotentiallyaffectingtheir performanceingames.

That’swhyitiscrucialtolearn:

● Howtomanageandresolveconflicts effectively

● Howtotackleunresolvedconflicts

● Ensureaharmoniousandproductive workenvironment.

AuthorityDelegation

16. AHarvardBusinessReviewarticle statesthataclassicsignofinsufficient delegationisamanagerwhoworks longhourswhiletheirteamkeeps “strangelyregularhours.”This suggeststhemanagerisn'tdelegating tasks,leadingtoburnoutfor themselvesandalackofgrowthfor theirteam.

Theseinsightshighlighttheimportanceofeffective delegationintheworkplace,akeyaspectofaddressing leadershipchallenges.Itnotonlyhelpsinpreventing burnoutamongmanagersbutalsofostersasenseof growthanddevelopmentamongteammembers.

Moreover,ithelpsinbuildingtrustwithintheteamand stimulatescreativitybyallowingteammemberstotake onnewchallenges.Onthecontrary,poordelegationcan leadtoalackoftrust,stagnation,andevenemployee attrition.

Therefore,managersmuststrikeabalancebetween delegationandoversighttoensureahealthyand productiveworkenvironment,effectivelyovercoming theseleadershipchallenges.

Herearethestrategiestotackletheproblemofpoor delegation:

● Provideemployeeswiththenecessaryauthorityand autonomytomakedecisionsandcompletetasks independently

● Implementtrainingprogramstoequipmanagers withtheskillstodelegateeffectively.

● Encouragesskilldevelopmentandoffersgrowth opportunities.

Conclusion

17. Whenemployeesdon’thavethe authoritytomakedecisionsor completetasksindependently,they canfeelunderutilizedand unimportant.AstudybytheSociety forHumanResourceManagement (SHRM)foundthatalackofgrowth opportunitiesisamajorreason employeesleavetheirjobs.

18. Whenmanagersmicromanageand hoardtasks,theypreventemployees fromdevelopingtheirskillsand takingonnewchallenges.Thislimits theteam’soverallpotentialandcan leadtostagnation.

Wehopethisbloghasenlightenedyouaboutthe leadershipchallengesandthe18eye-openingfactsthat revealwhatemployeesreallywant.

Ifyoufoundthisblogvaluable,thenpleasesubscribeto ourYouTubeChannelformoreleadershipdevelopment videos.YoucanalsofindusonTwitterandInstagram. Remember,understandingandaddressingleadership challengesisthekeytoasuccessfuland harmoniousworkplace.

and the Art of Strategic Influence Nakisha Adams

NakishaAdamscommandsattentionby operatingoutsideconvention.AsFounderand CEOofSkribble,sheleadsafirmdedicated toempoweringsmallnon-profitorganizations.Shedoes notmerelychasefunding;sheorchestratesstrategic maneuvers.Adamsunderstandsthattocarveaunique identity,onemustdisregardtraditionalboundaries. Shebelievesinseizingnewopportunitieswithan unorthodoxapproach,unburdenedbyfearofimmediate outcome.Sheviewssteppingbeyondone’scomfortzone notasarisk,butasaprerequisiteforascent.“Itiseasier tostepbackandcritiquethemistakesofthosewhoare navigatingoutsidethebox,”sheasserts.“Puttingyourself inapositionwhereyouattemptedsomething,knowing youmayfail,thatisasuccess.”Thisphilosophyforms thebedrockofherinfluence:acalculatedembraceof audaciousaction.

TheStrategicGenesis:AbandoningFalseSecurity

Adams’sascentbegannotinthenon-profitworld,but withinCorporateAmerica.Shepursuededucationwith relentlessfocus,earningaBBAfromtheUniversityof Wisconsin,andlateranMBAandaBachelorofScience inManagementfromCardinalStritchUniversity Heraptitudefornumbersledherintothefinance industry.Sheclimbeditsladder Yet,adeeperimpulse stirred:adesiretohelppeoplerise.Shefoundherself balancingacorporaterolewithherburgeoningpassion forassistingnon-profits.

Adecisionpointarrived.Sherecognizedshefaceda starkchoice.Hersignificantother,SeanRush,pushedher towardhertruecalling.Sheseveredtieswithher corporatejob.Shesteppedintotheunknownlandscapeof entrepreneurship.Thismovewasnotamereleapoffaith; itconstitutedadeliberateabandonmentofaperceived security,astrategicsheddingoflimitations.“Isawthat therewasaneed,”sheexplains,“notonlytheneedfor womeninthisindustrybutwomenofcolor.”

Sheunderstoodaspecificvoidexisted.“Tobeableto assistanindividualintellingtheirstoryisonething,” sheclarifies,“buttoassistanindividualintellingtheir story,becauseyouseeyourselfinit,isanother.”This recognitionofanunderservedmarket,andherpersonal connectiontoit,becameapowerfullever.Sheseized theopportunity.ShelaidSkribble’sfoundation. Sheleveragedheridentityasacompetitiveadvantage, forgingdeeperengagementwithhertargetclients.

TheUnseenHandofSkribble:Precisionin Persuasion

Skribblefunctionsasanon-profitconsultingcompany. Itprovidesstrategicplanning,grantwriting,andboard development.Adamsensuresherteammeets organizationsprecisely“wheretheyareat”andguides themdirectly“wheretheywanttobe.”Shetransforms theoften-mundanetaskofgrantwritingintoastrategic actofpersuasion.

“Mycontributiontoredefiningtheindustry,”shestates, “isworkingwithsmallernonprofitstoassistthemin theirgoalofbeingrecognizedbyfundersthattendto givetolargerknownorganizationsandtoassistthemin buildingbridges,whichallowsmorevisibilityforthe worktheyaredoing.”ThismissionpositionsSkribble asachampionfortheunderdog.Adamsempowers thesesmallerentitiestopenetrateacompetitive landscape.Sheunderstandsthataccesstofundingflows fromvisibilityandcompellingnarratives.Herfirm provides:fullproposalwriting,lettersofinquiry, proposalreview,prospectresearch,governancepolicy review,andgrantreporting.Theseservicesformthe toolsthroughwhichSkribbleexertsitsinfluence, ensuringthatworthymissionsgaintheresourcesthey require.ThevisionforSkribbleremainsclear:to deliverservicesthatempowerotherstochangetheir communities,allwhileinnovatinginhowthoseservices aredelivered.

ForgingtheInstrument:TheAlchemy ofChallengeandControl

Challenges,Adamsbelieves,forge strength.Overcomingthemallowsa leadertoreflectandrecognizepersonal transformation.Herentrepreneurial journeypresentedseveralhurdles. Shesacrificedfinancialstability. Sheconfrontedanewworldfilledwith unknownvariables.Shenavigatedthe unfamiliarconceptsofentrepreneurship. Shelearnedtomanagehertimeand masterkeybusinessprinciples.This periodwasnotchaos;itwasacrucible.

Sheemergedvictorious,shapedbyher determinationandrefusaltoyield.Her advicetorisingbusinesswomenspeaksto this:“Neverbeafraidtostepoutsidethe box.Therewillneverbethe‘perfector righttime’togoafteradream.Sometimes youjusthavetodoitandfigureitout whileyouareinit.”Thisrevealsaleader whotrustsherinstincts,whobelievesin decisiveaction,andwholearns continuouslythroughdirectengagement withtheunknown.Her“seekingwisdom fromothers”isnotasignofweakness,but astrategicleveragingofexternal expertise,awaytominimizepersonal chaosandmaximizecollective intelligence.

InnovationatSkribbleisnotchaotic experimentation;itrepresentsadirected process.Adamsbelievesin“harnessing thepowerofthelatesttechnologies.” Sheprovidescleardirection.Shegives “properspaceforallthepersonneltogrow individually.”This,shebelieves,creates “magic”andrendersateamunstoppable. Sheillustratesthisbystating,“Innovation isoneofthecorevaluesthatweasan organizationfocusonnurturingand cultivating.Wewereabletobringon COVIDtestinginjusttendaysduetothe spacewegivetoourteamstoinnovate andcreatesolutions.”Thiscontrolled autonomyallowsforrapidadaptationand strategicadvantage.

Founder and CEO

TheInnerSanctum:OrchestratingPurposeand Performance

AsCEO,Adams’responsibilitiesincludecreating andimplementinggrowthstrategies.Shebuildsand maintainstherightteam.SheensuresSkribble’s brandmaintainsacohesivemessageacrossall platforms.Shemanagesherdaywithprecision, prioritizingclientwork.Sheadjustsfutureevents withthesamedisciplinedapproach.Whenherteam worksonaproject,sheensuressingularfocus, eliminatingdistractions.Thisrigorousdiscipline maintainshighquality

Shekeepsherselfandherteammotivatedby returningtothecompany’scoremission. “Irememberandremindusofthe‘WHY,’”she states.“Whyarewedoingthis?Iamnotdoingthis forme,butfortheorganizationsthattrustSkribble withtheirmissions.”Thispowerfulmotivational levercentralizespurpose,unifyingeffortsand maintainingunwaveringquality.Itminimizes internalfriction,transformingindividualtasksinto collectivededication.Shecontinuouslyseeksto learn,surroundingherselfwithmentorswho“push andchallenge”her,ensuringshenevergrows“too comfortable.”Thisreflectsaleaderwhounderstands theconstantneedforself-refinement.Shealsopays backtothecommunity.Shespeakstoyoungwomen aboutherjourney,providingassistancesotheycan forgetheirownpathstothetop.

TheLongGame:BuildingaLegacyofInfluence

AdamsaimstoexpandSkribble’srootsinthe comingyears.“Iwanttocontinuetobuildclientele inotherstatesandcountries,”sheasserts.This interstateandinternationalexpansionrepresentsa strategicmovetobroadenhersphereofinfluence. Hervisionextendsbeyondimmediatebusiness gains.Sheplanstostartanon-profitfoundation specificallytoassistyoungwomenintheir entrepreneurialgoals.“Myvisionistocontinueto buildalegacy,”sheexpresses.“Iwanttoknowthat whenIamnolongerhere,Ihavecreatedandleft somethingformychildrenthatchangedthelivesof individualsinapositiveway.”Thiscommitment elevateshermissionbeyondmerecommerce. Itimbuesherworkwithatimelessquality,inspiring deepercommitmentfromherteamandsolidifying herinfluenceacrossgenerations.

TheBalanceofPower:PersonalDisciplineforProfessional Dominance

Whilefuelinghercompany’sgrowth,Adamsdedicatesample timetoherfamily.“IdesignatetimetoensureIdonotmissout onopportunitieswithmychildren,”shestates.BeforeSkribble, shehatedmissinggames,plays,andotherspecialmoments. Now,shemakessuresheattendsgames,picksupherchildren frompractices,andarriveshomewhentheyreturnfromschool. Thisdisciplinedcommitmenttoherpersonallifeisnota compromise;itisastrategicactofself-preservation.Itensures hermentalrenewalandsustainshercapacityforleadership, confirmingthatmasteryoverselfunderpinsprofessional dominance.

NakishaAdamsoperateswiththeprecisionofastrategist. Sheidentifiesoverlookedopportunities.Shecultivatesloyalty throughsharedpurpose.Shetransformschallengesintotools forgrowth.Shecommandsinfluencebyembodyingthevery changesheseekstocreate,onesmallnon-profit,onevital grant,onefutureleaderatatime.

STOP MARRYING YOUR FIRSTIDEA

How

Strategic Detachment

Creates Breakthrough Wins

Letmetellyouatruththat’smade—and saved—millionsforCEOswhoplaythelong game:Youcan’tmarryyourfirstidea.

Ilearnedthatthehardway.

TheOfferThatWentNowhere

Ihadwhatfeltlikeabrilliantidea.Myapartmentin Porto,Portugal,sitsemptywhenItravel.Manyofmy friendsfantasizeaboutworkingremotely,tastingthe “digitalnomad”lifestyle.SoIthought—perfect.I’doffer themthechancetostayinmyplace,free.

They’dgetatasteoflocationfreedom.I’dgetthe satisfactionofhelpingthemtakeasteptowardabigger life.Win-win,right?

Ireachedouttosevenpeoplewhoseemedlikeperfect fits.

Result?

Nothing.Notasingle“yes.”

Sure,Igotpolitereplies.Afew“That’samazing!”and “I’dloveto,but…”Butnoaction.

Iwasstunned.Inmyhead,I’dpicturedatleasttwo peoplesayingyesbeforeIfinishedmakingtheoffer. Instead,Iwasleftstaringatalistofpeoplewhoseemed interested—butweren’tmoving.

TheAutopsyofaDeadIdea

Here'swhereIwentwrong:Ididn’tfollowmyownrules.

Iteachentrepreneursthatastrongofferneeds:

1. Aclearproblem—andprooftheaudiencefeelsit now,notlater

2. Asolutionthatconnectsdirectlytothatproblem.

3. Awhythatmattersemotionally,notjustlogically.

4. Messagingthatjoinstheconversationalreadyin theirheads.

5. Acompellinghookthatmakessaying"no" feelexpensive.

6. Therightaudiencesizewithskininthe game.

Ididnoneofthat.

IassumedmyfriendswantedwhatIwantedfor them.Ioffereditwithzerourgency,zerocost, andzerocommitment.Which,ironically,is exactlywhatItellmyclientsnottodo.

So,whatdidIget?

Politeenthusiasm.Andnothingelse.

The

RealProblemWasn’tThem

Iwasn’tjustattachedtotheidea—Iwasweddedtoit.Inmyhead,I’d alreadydecidedthey’dloveit.IskippedthepartwhereIactually confirmedwhethertheyneededit,wantedit,andwerereadyforitnow.

Worse,my“samplesize”wassevenpeople.That’snotevenatest—it’s adinnerparty

Andhere’sthebigbusinesstruthIhadtoswallow: Justbecausesomeonesaystheyloveanideadoesn’tmeanthey’llacton it.

It’snotmalice.I’stiming.Peoplehavelives.Prioritiesshift.Meaning welldoesn’tcreatemomentum.

ThePivotThatChangedEverything

OnceIgotovermybruisedego,IaskedthetwoquestionsI should’vestartedwith:

· What’sthereallessonhere?

· HowcanIpivotwithoutclingingtomyoriginalpictureof success?

That’swhenIflippedtheoffer

Iturnedthe“freestayinmyapartment”intoaVIPStrategy WeekendinPorto—apaidexperiencewherebusiness ownersworkwithmeontheirbiggestbusinesschallenges, face-to-face,inanenvironmentthatfuelsstrategicthinking.

Thistime,itlanded.

Why?Becausenowithadtheelementsthatactuallydrive action:

· Clearproblem:Entrepreneursneededfocusedtimeto workontheirbusiness,notjustinit.

· Logicalandemotionalpayoff:They’dleavewithclarity, strategy,andexecutionsteps—resultstheycouldfeeland measure.

· Skininthegame:Payingmeantthey’dprioritize showingupandimplementing.

· Rightaudience,rightmoment:Iputitinfrontofpeople activelysearchingforabreakthroughnow,not “someday.”

TheLessonYouCan’tIgnore

Yourfirstideaisn’tsacred.Thefasteryoureleaseit,the fasteryoufindtheversionthatworks.

Icould’vewastedmonthstryingtoconvincemyoriginal grouptotakemeuponthefreestay.Icould’vedoubled downonsellingsomethingtheydidn’tseeasurgent.But detachingfromtheoutcomefreedmetospotthebetter opportunity

Thesameprincipleapplieswhetheryou’repitching investors,launchingabiotechproduct,orsellingconsulting. CEOswhoscalefastdon’tjustinnovate—theydiscard quicklywhenaconceptdoesn’tconvert.

HowtoSpotWhenYou’reWeddedtoanIdea

Askyourself:

· AmIignoringrealfeedbackinfavorofwhatI imaginedwouldhappen?

· DoIkeeppushingthesameofferwithoutrevisiting theproblemitsolves?

· AmImoreinvestedintheideaitselfthaninsolving thecustomer’sactualneedrightnow?

Ifyouanswer“yes”toanyofthese,you’renot testing—you’redefending.Anddefensedoesn’tscale.

ACEO’sPlaybookforStrategicDetachment

Here’stheprocessInowfollow—andcoachothersto use—whenanofferstalls:

1. StepBack.Removeyouremotionalinvestment. Thinklikeanexternalstrategist,notthecreator

2. CheckYourAudience.Areyouspeakingtothe rightpeopleattherighttimeintheirdecision cycle?

3. RefinetheProblem.Isthepainurgentenoughfor themtoactnow?

4. RebuildtheOffer.Increaseclarity,urgency,and commitment.Givethemareasontoprioritizeit.

5. RetestFast.Smallaudience?Smalllaunch.Don’t waitsixmonthstofindoutifthepivotworks.

FinalWord

Ifyourofferisn’tlanding,stopforcingit.Release yourattachmenttowhatshouldwork.Thefasteryou moveonfromthedeadweightofyourfirstidea,the fasteryoufindtheonethatcreatesrealtraction.

TheCEOswhowinbigaren’ttheoneswiththebest firstideas.They’retheoneswhoadjustfasterthan themarketshifts.

So,askyourselftoday—not“HowdoImakethisidea work?”but— “What’sthenextbestversionIcantestnow?”

SusanWillighasapassionandpurposeforcreatinga strategicfoundationforstartups,andearly-stageand “restart”companiestoachieveoptimalgrowthand success.

Susanhas hasover30yearsofexperience,workingwith marketleaderssuchasEdwardsLifesciences,Thomson Reuters,LexisNexis,andGatewayComputer

InthisexclusiveinterviewwiththeUSALeaders,Susan sharesherjourneyandvisionasthefounderandchief brandstrategistofTrueNorth,afirmthathelpshealthcare early-stagecompaniesandthosegoingthroughaseismic shiftcreatetheirTrueNorthbrandandmarketingstrategy, regardlessoftheirstage–becausetheearlierthebetter.She alsoexplainswhypersonalbrandingisasimportantas corporatebranding,andhowleaderscanleverageitto achievetheirgoalsandcreatepositivesocialimpact.

Susanalsotalksabouttheimportanceofwomensupporting eachotherinbusiness,andthevalueofcreatingcommunity, mentorship,andempoweringotherwomenleadersand professionals.

TheUSALeaders:Susan,thankyouforjoiningus today.Canyoutellusabitaboutyourbackgroundand howyougotinterestedinmarketingandbrand?

Susan:Thankyouforthisopportunitytosharemystory andcollaboratewithyouandyouraudience. Throughout

SusanWillig

mycareer,mygoalwastogetcloserandcloserto wherebrandstrategyoriginates.Ihavealwaysbeen fascinatedbyhowpeoplethinkandactandhowto influencethempositively WhenIwas18,Ireadthe book Positioning, the Battle for Your Mind byRiesand Trout,anditresonatedwithme.Itwasaprecursorto behavioraleconomics.Marketingandbrand representedtheperfectbalanceofbusiness,analytics, creativity,art,humanity,andconnection.

Istartedmycareerontheagencyside,workingwith differenttypesofclientsandlearningfrommultiple perspectives.Then,Imovedtotheclientside,whereI hadmoreownershipandresponsibilityforthebrand visionandexecution.Ialsoswitchedbetweendifferent industries,suchasretail,entertainment,andeducation, tobroadenmyexperienceandchallengemyself.

Ultimately,Ipursuedacareerinandchosehealthcare becauseIwantedtousemyexpertiseandexperience forsomethingthatwouldleaveapositivefootprinton theworldandmakeadifferenceinpeople’slives.

TheUSALeaders:Tellustheoriginstorybehind TrueNorth.Canyouelaborateontheterm“True North”marketingandbrandstrategy?Whatdoes itsignify,andhowdoesitdifferfromtraditional marketingapproaches?

Susan:Thisisareallygoodstory.Iworkedwith startupsintheearly2000sandsawthemsquander abundantresources–time,money,people,and opportunity Theylackeddisciplineanddidnotinvest inbuildingafocusedbrandandmarketingstrategy foundation.Theychasedevery“shinypenny”–wastingresourcesandultimatelyfailing.

“TrueNorth”

Marketing and Brand Strategy for Healthcare Startups, Early-stage, and “Restarts”

“Whether you are a startup, scaling an early-stage company, or steering a 'restart' in healthcare, TrueNorth is your compass for optimum impact and growth.”

IstartedTrueNorthtoguideandsupportstartups andearly-stageor“restart”companiesinhealthcare tocreatetheirTrueNorthbrandandmarketing strategy.Ensuringtheyknowwheretofocustheir time,money,andotherresourcesforoptimalgrowth andsuccess.Ioftenhear,wellIdon’thaveabig marketingbudget.Allthemorereasontobefocused onwheretoinvest.Whethertheyhavehad$1,$1M, or$10M;It'scriticaltomakeeverydollar,every resourcedeliver…

Thename“TrueNorth”camefromafemalefriend andformercolleague.AtEdwards,Ialwaysasked myteam–“what’stheTrueNorth”–positioning, strategy,andobjective.Wewerecollaboratingover myfirm’snameandshesuggested–“TrueNorth–that’syourfirm’sname.”Shewasright.Thisshows thepowerofatribeyoutrustandwhoknowsyou.

Thisisthemagic.Womenhelpingwomen(and men)tolivetheirpurpose.Itmeanshavingamazing womenaroundyouwhoarecommittedtotheircraft andeachother.Iamgratefultohaveagroupof friendsandcolleagueswhoseekeachother'smutual successandliveinabundance.

TheUSALeaders:TrueNorthfocuseson“foundationaland critical”marketingandbrandstrategyforearly-stage companiesinhealthcareandtech.Whataretheirmost commonchallenges,andhowdoesTrueNorthhelpthem overcomethem?

Susan:Acommonchallengeisnotinvestingtime,discipline,and focustoestablishtheTrueNorthstrategicfoundation.Anotheris underestimatingthedifficultyofchangingexistinghabitsand behaviorsinyourtargetaudience(s).Thisisthefirstreal competition.

Athirdischasingthebiggestmarketagainstwell-entrenched competitorswithlimitedresources.

IrespectSethGodin’sadvicetofocusontheminimumviable audienceanddelightthem.IfollowtheStanforddesigntheoryto prototype,test,prototypetest,andprototypetest.

TheUSALeaders:You’vebuiltastrongpersonalbrandasa thoughtleaderinmarketingandbrandstrategy.Howdoyou seepersonalbrandingandstrongcommunityplayingarolein aCMO’ssuccess,especiallyforwomenintheindustry?

Susan:Personalbrandingisastrategicpractice whereyoudefineandexpressyourvalue proposition.Astrongpersonalbrandbenefitsyouin manyways.Itenhancesyourvisibility,especially amongthosewhomattertoyouandyourgoals.It canhelpyougrowyournetworkandattractnew opportunities.Itcanalsohelpyoudiscoverand shareyouruniqueabilities.

Buildingastrongpersonalbrandisasimportantfor youasforacompany.Abrandisstrongestwhenit istruetoitscorecompetence,understandsthe benefit,andcommunicatesthevalueproposition clearlyanddistinctly Thishelpstheaudience understand,choose,andtrustthebestsolution.AsI saidbefore,lookinginwardiscritical.Iguide personalbrandingexerciseslikeIguideproductor companybrandingexercises.

Formypersonalbrand,Istartwithmypurposeand values.Iseekfeedbackfrommyfriendsand colleagues.Oneofmyvaluesisabundance.Iapply thistomyprofessionalandpersonallife.

There is enough of everything for everyone. If we do our jobs well, we can elevate the game for all. Life and business is truly an ecosystem. And requires everyone to show up as their best selves. This is my goal...

Sincestartingmyfirm,mycommunityandtribehave beenvital.

TheUSALeaders:TrueNorthisacompany foundedbyawomanandprimarilyfocusedon woman-founded,female-focusedhealthcare solutions.Canyoutalkabouttheimportanceof womensupportingeachotherinthebusiness world?

Susan:Therewasatimewhenwomen,especially womenofcolor,wereabsentfromleadershipteamsor boards.

Eventoday,only3%offundinggoestowomen founders.Thisisstarkandundeniable.AsIsaid, existingnetworksareoftenhomogeneous—andfora longtime,seniorleadershipwastoo.

Fortunately,nowweknowdiversityisgood.Itcreates bettersolutions,outcomes,andinnovation.Andit needstobepursued—goingoutsideone’snetwork andcomfortzonetoensurethereisadiverse perspectiveatthetable…therebycreatingthebest outcomesandsuccessforall.

Thependulumisshifting.Iamsurroundedbymany badassprofessionalwomen–somefriends,andsome colleagues.Ilearn,grow,andexpandasaresultof theirsupportandcollaborationinmyendeavor–makingconnections,listening,andproviding feedback.

Forexample,afriendandformercolleaguestarted herownfirminOhioatthesametime.Weshare resources,ideas,templates,andlearnings.My networkisageless.Welearnfromourdifferences. We lift each other and believe in abundance without compromising excellence. Iamfortunateand grateful.

TheUSALeaders:Howdoyouachieveahealthy work-lifebalance?Whatareyour hobbies/interestsoutsideofwork?

Susan:Idon’tthinkthereisaperfectwork-lifebalance.Inmy career,ithasalwaysbeendynamicandflexible.IlovewhatI do,Iamenergizedbyusingmybrain,helpingbusinessesgrow andthrive,andcreatingsolutionsthatchangetheworld. Therefore,Idon’tseeworkasaburdenorasacrifice.However, Idobalanceoutmyinvestmentoftimeandenergywith personallyenergizingactivitiesthatnourishmybody,mind,and soul.Someofthemarehikingwithmydog,traveling,visiting withfriendswhiledrinkinggoodwine,meditating,journaling, andreading.

TheUSALeaders:Finally,ifyoucouldleaveonepieceof lastingadviceforourreaders,whatwoulditbe?

Susan:Myadviceistoembraceabundanceandgratitudeinlife andbusiness.Theyaregamechangersthatcantransformyour mindsetandyourresults.Iamextremelygratefultomytribeof girlfriends(andguyfriends)worldwide.Theyaremysourceof support,challenge,celebration,inspiration,andcomfort.Having atribeItrustandrespectiscriticaltomysuccessandjoy

USALEADERS THE BUILDING

AMERICA