Poll – Page 3 – thoughtLEADERS, LLC: Leadership Training for the Real World

What is your biggest concern when delegating work to a team member?

March 12, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What is your biggest concern when delegating work to a team member?

They’ll perform the task poorly/incorrectly – 45%
They’ll do things differently than I would – 10%
They won’t finish the task on time – 18%
They’ll do a great job and “show me up” – 4%
They’ll feel overwhelmed and get stressed out – 22%

Fear of Failure is Prevalent. 63% of you fear delegating a task because it will be done poorly, incorrectly, or not get done on time. Instead of just taking on the task yourself, reduce these risks with proper training, instructions, and periodic check-ins to see how the task is progressing. The more you delegate and the more your team members learn, the less risk you’ll be taking on and the more other work you can get done. For those of you who fear overwhelming your team members (22%), ask them to share their current priorities and how much bandwidth they believe they have. Conduct a “reality check” with them on their available time and energy. Factor in that new tasks will take them 25-50% longer than they expect. If they’re comfortable with that and the execution plan you jointly develop, delegate the task and monitor their progress.

– Mike Figliuolo at thoughtLEADERS, LLC

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Who has had the most influence on your leadership skills over the course of your career?

March 5, 2026/1 Comment/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: Who has had the most influence on your leadership skills over the course of your career?

A family member – 10%
A boss I worked for directly – 54%
A senior leader at levels above my boss – 11%
A school coach or a teacher/professor – 8%
A leadership expert/coach – 4%
Someone else – 12%

Managers Matter. 65% of you report either a direct manager or a leader above them has had the greatest influence on your leadership skills. We can safely assume your team members would answer this question the same way. The next natural question, then, is whether or not your team members see you as having a great deal of influence on their leadership skills. What are you doing to help them become better leaders? Are you actively coaching and supporting them in their career development? Are you teaching them how to lead or are you just managing their activities? Managers clearly matter. Aspire to be the leader they point to in the future when they say “that person had a huge positive impact on my leadership skills.”

– Mike Figliuolo at thoughtLEADERS, LLC

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How does your organization view using external resources for training and development?

February 26, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How does your organization view using external resources for training and development?

We almost exclusively use external providers for training/development – 8%
We mostly use external providers for training/development – 23%
We sometimes use external providers for training/development – 42%
We sometimes use external providers for training/development – 42%
We rarely use external providers for training/development – 19%
We don’t ever use external providers for training/development – 8%

Reliance on External Experts. 73% of you go outside your own walls for help with training and development. For the 27% who rarely or never seek external help with training, ask yourself why. If it’s budget related or you don’t invest in your people, consider making those investments if you want to retain them. If it’s the belief of “we know this better than external providers do,” challenge that assumption. Sure, you likely know internal products, processes, and systems better than external providers and in those cases you’re better off training those skills. But for more common skills like communication, leadership, and problem solving, consider whether or not you truly have deep expertise on those topics and on training people how to build those skills. Just because you know it doesn’t mean you can teach it. And when you factor in the true cost of building internal training and development resources as well as the potential quality differential with external experts, you might find the business case for doing it yourself is actually more expensive than going outside your own walls.

– Mike Figliuolo at thoughtLEADERS, LLC

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How is AI being handled in your organization?

February 12, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How is AI being handled in your organization?

We have extremely strong adoption – 7%
We have solid adoption in key functions – 24%
We have limited adoption – 47%
Leaders push it, but we have minimal adoption – 10%
No one cares or is using it – 12%

AI Adoption is Growing. Almost 1/3 of you are seeing strong AI adoption at your companies. That’s likely a function of company culture and how strong the use cases are for AI use in your organization. When the return on investment is clear, adoption follows. For those seeing limited adoption, it’s fine to question the use case for AI and the benefits you receive. Many organizations are pushing adoption now because it “seems important” but without clear use cases and benefits, users are unlikely to adopt because it doesn’t make sense to do so. If you’re looking to push AI adoption at your organization, first get clear on the business rationale and benefits. If you can explain those clearly, your teams will see the case for working differently. If the benefits are questionable, perhaps don’t push adoption as it will frustrate your teams.

– Mike Figliuolo at thoughtLEADERS, LLC

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When someone is openly hostile and unprofessional, how do you deal with it?

February 5, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When someone is openly hostile and unprofessional, how do you deal with it?

I get hostile back. Fight fire with fire. – 7%
I tell them they’re acting inappropriately and to stop. – 53%
I ignore it and continue acting professionally. – 35%
I avoid the conflict and ask someone to help mediate. – 6%

Tacitly Approving Bad Behavior. While 60% of you are direct with someone who is openly hostile that their behavior is unacceptable, 40% of you let the behavior slide by ignoring it or avoiding it. While this approach can help tensions subside in the short term, it signals to the person misbehaving that their conduct is acceptable since there are no consequences for the behavior. If someone is acting in a manner inconsistent with expected behaviors, it’s best to provide feedback to that effect – either in the moment or shortly thereafter. Ignoring bad behavior will only get you more of it in the future.

– Mike Figliuolo at thoughtLEADERS, LLC

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!

How well do you understand your organization’s finances and financial drivers of performance?

January 22, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How well do you understand your organization’s finances and financial drivers of performance?

Extremely — I know our finances inside and out – 22%
Very — I know the major financial performance drivers and metrics – 49%
Somewhat — I know a couple of key drivers but not much more – 17%
Not very — I know profit matters but beyond that, I’m lost – 7%
Not at all — I am completely in the dark on our finances – 4%

Know Your Numbers. 71% of you report having a solid grasp of the financial drivers behind your organization’s performance. Well done. Knowing how your business works from a finance perspective accelerates your ability to improve performance, diagnose problems, and prioritize your efforts on the most impactful work. If you’re in the 29% that is less familiar with your organization’s financial drivers, it’s a worthwhile time investment to learn how the company works financially. Meet with a colleague in the finance department and have them walk you through key reports and metrics. Ask them to explain how the numbers work and which areas of the business impact which numbers. Financial literacy will only serve to make you a more effective leader.

– Mike Figliuolo at thoughtLEADERS, LLC

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!

How influential of a leader do you feel you are in your organization?

January 15, 2026/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How influential of a leader do you feel you are in your organization?

I’m extremely influential – 14%
I’m very influential – 26%
I’m somewhat influential – 40%
I’m not very influential – 16%
I’m not at all influential – 5%

Building your influence. 60% of you report being somewhat (or less) influential in your organization. Influence doesn’t just happen. You have to invest in it. Two keys to doing that are perception and visibility. On perception, do you know how people see you? What are you known for? How do you come across to others? Are you seen as credible and experienced or do you lack those attributes? Visibility stems from putting yourself out there in front of new people across the organization. This doesn’t have to be through big presentations (although that is a route). You can build visibility one-on-one by identifying people you want to know about you and the value you deliver. If you’re not sure how you’re perceived, ask. If you don’t like how you’re perceived, focus on changing those perceptions. And put yourself out there with people whose opinion and perspective matters. A concerted effort on your part in these two domains will go a long way toward building how influential you are.

– Mike Figliuolo at thoughtLEADERS, LLC

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How comfortable are you with negotiating compensation?

December 18, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How comfortable are you with negotiating compensation?

Extremely – 4%
Very – 21%
Somewhat – 42%
Not very – 28%
Not at all – 4%

Time to talk numbers. 74% of you report being less than fully comfortable with discussing and negotiating compensation. This is a core skill you need to build. The source of much consternation around the topic is that it feels personal. When we tell people we want to pay them a number that’s lower than they want or expect, it feels like we’re telling them they’re not valuable. Try separating the numbers from the person to make it easier on both of you. Be direct as well. Focus on the value the role generates, comparable market rates, and compensation growth opportunities in the negotiation. Also, be mindful of how much haggling over a small amount could actually cost you. Don’t try to save a couple of thousand dollars and lose a great employee or candidate that will take months to replace and thousands to rehire and retrain.

– Mike Figliuolo at thoughtLEADERS, LLC

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What is the biggest challenge you face in leading your team into the end-of-year holidays?

December 11, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What is the biggest challenge you face in leading your team into the end-of-year holidays?

Keeping their attention when they’re distracted by vacation/holidays – 36%
Keeping them motivated to finish the year strong – 32%
Overcoming their “we’ll figure it out next year” mindset – 11%
I don’t face any of these challenges – 20%

Focus and motivation. End-of-year dynamics can be challenging to navigate. People are focused on holidays, travel, time off, and other personal issues at the end of the year. They’re also naturally in a mindset of coming to the end of a 12-month race and they’re looking forward to getting some rest. Keeping their focus on work tasks and maintaining motivation can be challenging for a leader. To make things easier for you and for them, keep a few principles in mind. First, recognize where their focus and energy is directed and manage work, deadlines, and priorities accordingly. While it’s tempting to “make one last push and finish strong” recognize that means you’re asking for more time and effort when their hearts and minds aren’t in it. Be realistic about what can get done. Encourage them to take their vacation and enjoy their time off so they can come into next year rested and ready. The harder you push people at the end of the year, the more disappointed you’re likely to be with their attitudes and their results.

– Mike Figliuolo at thoughtLEADERS, LLC

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When you owe someone money (like a supplier or an associate who needs reimbursement), how do you approach payment?

December 4, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When you owe someone money (like a supplier or an associate who needs reimbursement), how do you approach payment?

I pay them immediately – no one should have to wait to get paid – 70%
I pay them when I have the time – I have a lot of things going on – 21%
I pay them at the end of the longest term possible – holding money makes money – 7%
I pay them after they remind me several times – 2%

Pay promptly. The vast majority of you pay your suppliers/associates promptly (70%) and don’t slow down their payments. For the 9% of you holding onto your money for as long as possible or waiting to be reminded that you owe, reconsider your practices. Your delays can be causing cash flow issues for your suppliers or associates. Are the few dollars in incremental interest you’re earning worth the frustration you cause for business partners or associates? Is that the kind of reputation you want? Sure, there’s economic value in hanging onto that cash as long as you can but there’s a relationship and reputational cost you pay for doing so. Look at the relationship holistically and ask if holding onto that cash is in your overall best interests. Based on this poll, the vast majority of your peers see things differently.

– Mike Figliuolo at thoughtLEADERS, LLC

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!

When a team member communicates with you in a passive-aggressive way, how do you handle it?

November 27, 2025/1 Comment/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When a team member communicates with you in a passive-aggressive way, how do you handle it?

I ignore it – they probably didn’t mean to come across that way – 18%
I seek clarification – I point out how their message came across poorly – 51%
I directly confront them and explain why their message was inappropriate – 25%
I’ve never had someone be passive aggressive with me – 6%

Passive aggression is still aggression. When team members and colleagues communicate in a passive-aggressive way, letting it slide doesn’t resolve the conflict. Getting clarification, providing feedback, and clarifying behavioral communication standards is a must. If you simply ignore the behavior, it will not only continue with you but it will be used with other colleagues, customers, and business partners. Inappropriate behavior requires quick corrective action lest it continue and even get worse.

– Mike Figliuolo at thoughtLEADERS, LLC

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!

How often do you see associates successfully complete a performance improvement plan (PIP) and fully rectify their performance issues?

November 20, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How often do you see associates successfully complete a performance improvement plan (PIP) and fully rectify their performance issues?

They succeed all the time – 2%
They succeed most of the time – 18%
They succeed some of the time – 40%
They rarely succeed – 35%
They never succeed – 4%

Your role in performance improvement. You report that 80% of the time, associates fail to rectify PIP behavior with only some chance of success. The big question here is why don’t they succeed more? If you’re putting someone on a PIP, ask yourself if the plan is reasonable and achievable. Assess that assistance or resources they’ll need to successfully complete it. This might mean more of your time coaching them, investments in training or tools, or helping them navigate challenges with their coworkers. You can be a critical determinant of the person’s success or failure with respect to a PIP. Avoid the temptation to write them off as not being “fixable” – remember – you likely hired them at one point because you saw what they were capable of. Help them achieve that level of performance again.

– Mike Figliuolo at thoughtLEADERS, LLC

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!