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Friday, August 28, 2026

🤚 Smart Leaders Practice Mindful Pausing to Boost Performance and Well-being

 


 

 

 

 

"The trail is the thing, not the end of the trail. Travel too fast, and you miss all you are traveling for."   ~Louis L'Amour

Leaders have a lot on their plate – and a lot on their  minds. They have responsibilities galore and likely a full inbox. They are expected to be on point, on-the-ball, and on top of everything. Many wear busy as a badge of honor. Despite all this, and perhaps even because of it, smart leaders practice mindful pausing throughout the day.

The most effective and confident leaders know that even when it seems they shouldn’t (or don’t think they have time), they need to take a deep breath...

And mindfully pause.

Six Reasons Leaders Need to Mindfully Pause 

Here are six reasons why mindfully pausing is so important – even if it is counter-intuitive to the pressures and demands of the job.

1. Pause to gain perspective. When we are in the middle of the fray, we can’t look up and out to see a bigger picture. But when we stop and pause, we can (literally and metaphorically) lift our eyes to see a different and bigger picture. And a pause might look like asking others for their perspectives too – which is often a very good use of everyone’s time.

2. Pause to refresh. For many years, Coca-Cola used the tagline that it was the pause that refreshes. Maybe you need a soda or water. Maybe you need a five-minute walk. Maybe you need to sleep on a decision or next step. Pauses often help us refresh our minds and reset our attitudes – and both can be valuable to us, and to our teams too.

3. Pause to reflect. The best leaders are learners. If you want to be a more effective learner, one of the best things you can do is reflect on what you have already done. Asking learning questions like “what happened?”, “what worked?”, “what didn’t?”, and “what will I do next time (or next)?” will build your knowledge and skills. But none of that happens until you pause long enough to ask yourself those (and other powerful) reflective questions.

4. Pause to think. Our brains don’t multitask. If we are answering questions and making decisions in real time, we are reacting to the stimulus around us. And reacting isn’t thinking. The biggest reason we need to pause to think is to help us make better decisions.

5. Pause to ignite employee ownership. The powerful ask more, tell less tool is predicated on leaders staying curious a little, rushing to advise a little more slowly. It requires leaders to pause and let silence do the heavy lifting after they ask an empowering question designed to facilitate employee buy-in.

Click here to read a related post:  Leaders Who Ask More Leverage the Power of the Brain to Ignite Employee Ownership ( 5 min read) 

6. Pause to overcome habits. As leaders, we are asked to make decisions and take actions all day long. And the largest percentage of those things we do on autopilot. We react based on our natural inclinations and learned responses - by habit. Habit is incredibly helpful to us. If we treated everything as new, we would be immobilized and accomplish little. 

But if we never consider any options beyond our norm, how can we expect to improve? How can we expect to adjust to changing situations? To be an effective leader in a changing and uncertain world we must be willing to flex. And until we pause long enough to consider something other than our habit, we won’t flex, we will simply repeat.

Most would agree that these outcomes are important. Most leaders would say they could use more perspective, a reset or refresh, new ideas and more. And most of those same leaders say they don’t have time. 

A pause could mean 3 or 30 minutes. It could mean overnight or next week. A pause is a mental deep breath – which doesn’t have to run counter to your need to move projects and plans forward and solve problems and choose between options.

The power of the a mindful pause helps you do all those things more effectively.

Now that you have seen the six reasons to understand the power of the pause, I hope that you will be more willing to consider it as one of your leadership power tools.

I urge you to practice mindful pausing today. It will change your life.

Click on the following links to read two related posts: 

Stop Rushing All the Time  (1-2 min read) 

Why It’s Vital for Leaders to Cultivate Mindful Moments During the Day (3 min)

To your greater success and well-being,


Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees or a SMART Development consultant please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, energy storage and facilities management, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Sunday, August 23, 2026

🎇How to Spark Influence Even Without a Manager Title

 

 

 

 

 

 

 

You won’t always have the formal authority to say, “Here’s what we’re doing next.” But great news: influence is not reserved for the person with the biggest title or the fanciest office. Sometimes the most powerful momentum comes from the person who knows how to build trust, connect ideas, and help others see what is possible. 

When pushing harder only creates resistance, try a smarter, more energizing approach. These five strategies will help you champion your ideas, win support, and move work forward with confidence and a little spark.

1. Find the hidden influencers. Look beyond job titles and spot the people others naturally turn to for advice, perspective, or a reality check. These may be respected peers, trusted project leads, long-time team members, or people who always seem to know what is really going on. 

Tip: Listen for whose names come up repeatedly in meetings, who gets asked for input before decisions are made, and who helps calm confusion when things get messy. Once you identify these “influence hubs,” invite their perspective early and genuinely. A simple “I’d value your take on this” can open the door to stronger buy-in.

2. Use back channels wisely. Not every great conversation happens in the big meeting. When the room feels tense, crowded, or overly formal, create a lower-pressure space for honest discussion. 

Tip: Try a quick one-on-one chat, a thoughtful follow-up message, or a casual coffee conversation. Keep it helpful, not sneaky: your goal is to understand concerns, answer questions, and make progress easier. Ask open questions like, “What would make this idea stronger?” or “What concerns should I be thinking about?” These conversations can turn quiet hesitation into active support.

3. Pick your moment like a pro. Timing can make the difference between a “not now” and a “tell me more.” If you need to influence someone with more power or authority, pay attention to their workload, mood, priorities, and decision-making rhythm. 

Tip: Avoid pitching your idea when they are rushing between deadlines, dealing with a crisis, or holding a coffee cup that says “do not approach.” Instead, look for a calmer window and lead with what matters to them: the outcome, the benefit, the risk reduced, or the problem solved. A well-timed idea feels less like one more demand and more like a welcome solution.

4. Become a connector. Influence grows when you help the right people find each other. Look for missing relationships, information gaps, or expertise that could unlock progress. 

Tip: Before bringing groups together, help each side understand the other’s goals, pressures, and language—because sometimes two teams are saying the same thing, just with different acronyms and more slide decks. Share context, clarify assumptions, and make introductions with purpose. For example, “I think you two are solving related problems from different angles—would it help to compare notes?” When you connect people well, you become a builder of momentum, not just a messenger.

5. Read the room—and make it safer to speak up. Pay attention to what people say, what they avoid saying, and where the energy shifts. Silence, vague agreement, or quick topic changes can reveal important concerns—and no, “sounds good” does not always mean it actually sounds good. 

Tip: Create space for candor by asking, “What are we not saying yet?” or “Where might this get difficult?” Then listen without rushing to defend your idea. When people feel heard, they are more likely to share useful insight, surface risks early, and help shape a path forward everyone can support.

You do not need a title to make a difference—or a corner office, a cape, or a calendar free of back-to-back meetings. Influence starts with curiosity, generosity, timing, and trust. Each conversation is a chance to build connection; each thoughtful question is a chance to move the work forward. 

So, bring your ideas with enthusiasm, listen like a leader, and keep showing people what progress can look like. The spark you create may be exactly what the team needs to get moving—preferably before someone schedules another status update.

Check out a related post: Can Anyone Be a Leader? (The answer may surprise you)

To your greater ability to influence with or without a title,


Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, energy storage, facility services & maintenance, restaurants, stores, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.




 

Friday, August 21, 2026

🤖 AI Is Moving Fast. Your Leaders Need Coaching Faster.

 

 

 

 

 

 

 

 

 

 

AI is moving fast.  Really fast. And while it is great at taking routine work off everyone’s plates, it is also quietly removing the everyday practice reps employees used to rely on to build judgment, spot patterns, and learn how leaders think. In other words, AI may be clearing the inbox, but it is also stealing a few training wheels on the way out.

That is a big deal. Those small moments reviewing messy data, catching weak logic, reading the room before a stakeholder meeting were how people developed practical wisdom. If companies automate those moments without replacing the learning, the leadership pipeline can start looking less like a pipeline and more like a garden hose with a dramatic bend in it.

The answer is not another generic training module that everyone opens, skims, and immediately forgets. The answer is coaching and mentoring but not the vague “grab coffee sometime” version. Companies need coaching that is structured, intentional, and built for the AI era.

Start by getting clear about the skills leaders need now: critical thinking, sound judgment, pattern recognition, stakeholder management, prioritization, and the ability to stay calm when ambiguity shows up wearing tap shoes. Then design mentoring relationships around those skills, with clear goals, regular check-ins, and simple expectations for what progress should look like after 30, 60, and 90 days.

Coaches and mentors also need support and incentives. Being tenure or title does not automatically make someone a great coach  just as owning sneakers does not make someone a marathoner. Give leaders tools for asking better questions, sharing feedback, and teaching judgment instead of simply fixing the work. Then recognize and reward the mentors who actually help people grow.

The Big Coaching Reset

The best mentoring and coaching programs match people to the skills they need to build, not just to whoever happens to be nearby on the org chart. If someone needs help navigating stakeholders, pair them with a leader who does that beautifully. If someone struggles with prioritization, connect them with a mentor who can make tough trade-offs without breaking into spreadsheet-induced hives.

Most importantly, mentors and coaches need to make invisible thinking visible. Earlier career employees used to absorb judgment by watching experienced leaders wrestle with messy decisions. AI has reduced some of those chances. So, leaders should narrate their thinking: why they chose one strategy, how they read incomplete data, what risks they weighed, and what they noticed in the room.

This does not have to be complicated. A 20-minute debrief after a meeting, a quick walkthrough of why a recommendation needs repositioning, or a short conversation about trade-offs can teach more than a formal workshop. The trick is making learning part of the work, not a special occasion requiring confetti and three calendar holds.

AI is not slowing down. Employees will keep moving into more complex work faster, and the real question is whether they will be ready. As Alison Levin, President of NBC Universal, Advertising & Partnerships, put it: “The best AI strategy in the world won’t matter if we stop producing people who can actually lead this industry forward.”

Companies that pair AI efficiency with great mentoring and coaching will build stronger leaders faster. Companies that do not may end up with fragmentation, chaos, and missed opportunity — which is not exactly the leadership trilogy anyone wants to green-light.

The good news? This is a choice. AI can shrink the learning curve, but mentoring and coaching can make sure it does not shrink the leaders. Time to reset mentoring and coaching before the robots finish organizing the calendar.

Check out these related posts:

Defining a Coaching Cadence is a Force Multiplier that Will Supercharge Performance

Coach in Real Time—The Playful Power-Up Edition

Pro Tips for Conducting Great One-on-One Meetings

Stay human, coach often, and don’t let the robots run the talent pipeline.


Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, energy storage, facility services & maintenance, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services,  real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Sunday, August 16, 2026

🤖 AI Is Moving Fast. Your Leaders Need Coaching Faster.

 

 

 

 

 

 

 

 

 

 

AI is moving fast.  Really fast. And while it is great at taking routine work off everyone’s plates, it is also quietly removing the everyday practice reps employees used to rely on to build judgment, spot patterns, and learn how leaders think. In other words, AI may be clearing the inbox, but it is also stealing a few training wheels on the way out.

That is a big deal. Those small moments reviewing messy data, catching weak logic, reading the room before a stakeholder meeting were how people developed practical wisdom. If companies automate those moments without replacing the learning, the leadership pipeline can start looking less like a pipeline and more like a garden hose with a dramatic bend in it.

The answer is not another generic training module that everyone opens, skims, and immediately forgets. The answer is coaching and mentoring but not the vague “grab coffee sometime” version. Companies need coaching that is structured, intentional, and built for the AI era.

Start by getting clear about the skills leaders need now: critical thinking, sound judgment, pattern recognition, stakeholder management, prioritization, and the ability to stay calm when ambiguity shows up wearing tap shoes. Then design mentoring relationships around those skills, with clear goals, regular check-ins, and simple expectations for what progress should look like after 30, 60, and 90 days.

Coaches and mentors also need support and incentives. Being tenure or title does not automatically make someone a great coach  just as owning sneakers does not make someone a marathoner. Give leaders tools for asking better questions, sharing feedback, and teaching judgment instead of simply fixing the work. Then recognize and reward the mentors who actually help people grow.

The Big Coaching Reset

The best mentoring and coaching programs match people to the skills they need to build, not just to whoever happens to be nearby on the org chart. If someone needs help navigating stakeholders, pair them with a leader who does that beautifully. If someone struggles with prioritization, connect them with a mentor who can make tough trade-offs without breaking into spreadsheet-induced hives.

Most importantly, mentors and coaches need to make invisible thinking visible. Earlier career employees used to absorb judgment by watching experienced leaders wrestle with messy decisions. AI has reduced some of those chances. So, leaders should narrate their thinking: why they chose one strategy, how they read incomplete data, what risks they weighed, and what they noticed in the room.

This does not have to be complicated. A 20-minute debrief after a meeting, a quick walkthrough of why a recommendation needs repositioning, or a short conversation about trade-offs can teach more than a formal workshop. The trick is making learning part of the work, not a special occasion requiring confetti and three calendar holds.

AI is not slowing down. Employees will keep moving into more complex work faster, and the real question is whether they will be ready. As Alison Levin, President of NBC Universal, Advertising & Partnerships, put it: “The best AI strategy in the world won’t matter if we stop producing people who can actually lead this industry forward.”

Companies that pair AI efficiency with great mentoring and coaching will build stronger leaders faster. Companies that do not may end up with fragmentation, chaos, and missed opportunity — which is not exactly the leadership trilogy anyone wants to green-light.

The good news? This is a choice. AI can shrink the learning curve, but mentoring and coaching can make sure it does not shrink the leaders. Time to reset mentoring and coaching before the robots finish organizing the calendar.

Check out these related posts:

Defining a Coaching Cadence is a Force Multiplier that Will Supercharge Performance

Coach in Real Time—The Playful Power-Up Edition

Pro Tips for Conducting Great One-on-One Meetings

Stay human, coach often, and don’t let the robots run the talent pipeline.


Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, energy storage, facility services & maintenance, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services,  real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.