Poll – Page 4 – thoughtLEADERS, LLC: Leadership Training for the Real World

What kind of incentive do you find to be the best motivator of performance?

November 13, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What kind of incentive do you find to be the best motivator of performance?

Private verbal and written praise – 22%
Public awards and recognition – 15%
Promotions or assignment to special projects – 27%
Cash. Cold, hard cash – 28%
Something else – 8%

Finding the right incentive. Looks like a fair balance of tactics people use to motivate performance – spoken praise, awards, special projects and cash. What would be interesting to see would be your team members’ responses to this question in terms of what really motivates them. I suspect the balance might shift more toward cash, especially in the current environment. Go talk with your team members and ask them how they’d like to be motivated and rewarded. While you may think a special project would excite them, they might see it as punishment and extra work. If you can align the rewards to what matters to them, you’ll likely get better performance.

– Mike Figliuolo at thoughtLEADERS, LLC

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When your business slows down, how does your organization react?

November 6, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When your business slows down, how does your organization react?

We frantically try to boost revenue by trying a lot of new things – 7%
We’ll push core sales and marketing efforts even harder – 19%
We’ll tighten our belts and cut expenses dramatically – 26%
We’ll continue with our plan but build contingency plans if things don’t go well – 38%
We continue with business as usual and ride things out – 10%

Riding it out. When business slows, it’s easy to freak out and start pursuing every opportunity you can think of to drive performance. The risk is you dilute your focus and can possibly pursue things that are inconsistent with your company’s strategy. While in the short term that might generate some cash, long term it can muddy your focus and harm long-term performance. Many of you report taking some action like reducing expenses or putting plans in place so you can act quickly if things continue to get worse. Regardless of which actions you take in reaction to a business slowdown, at least slow down and be deliberate in your choices. Understand the longer-term implications (like cutting investment in R&D now could harm your long-term product pipeline and create a future crisis; or cutting training investments now can lead to unskilled workers or higher attrition in the future). Don’t let fear rule your decision making. Be deliberate and understand the consequences of your choices.

– Mike Figliuolo at thoughtLEADERS, LLC

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When a team member has an idea they love and you don’t like it, how do you handle the situation?

October 30, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When a team member has an idea they love and you don’t like it, how do you handle the situation?

I let them try their idea and see what happens – 10%
I provide my input then let them choose a course of action – 80%
I argue against their idea but let them proceed if they’re really passionate – 5%
I overrule their idea and go with my preferred approach – 4%

Provide input and move aside. The overwhelming majority of you (80%) will provide input to your team members when they’re passionate about an idea (even if you’re not) and then stand aside to let them proceed with it. The wisdom in this approach is it keeps team members engaged because they get to drive their ideas. They may also find new ways of doing things you’ve never thought of – you don’t have a monopoly on being right. And if they’re wrong and your reservations play out the way you thought they would, it becomes a learning opportunity for that team member and next time they have an idea they’re more likely to listen to your guidance and incorporate it. The final benefit is you get to work on other things while they focus on driving their own projects.

– Mike Figliuolo at thoughtLEADERS, LLC

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When taking on a new leadership role, what’s the first area you focus on?

October 23, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When taking on a new leadership role, what’s the first area you focus on?

Understanding the operational and technical aspects of the role – 22%
Setting a new and compelling direction to get people excited – 2%
Understanding your people and building relationships with them – 69%
Getting to know influential key stakeholders and building rapport with them – 6%
Something else – 1%

Get to know the team first. The vast majority of you (69%) focus on building relationships with your team before digging into other responsibilities like knowing the operational/technical aspects of your role. That’s a solid approach. By getting to know your team members, you’ll build rapport and trust. That then turns into support for your efforts. It also helps you understand who on your team can help you learn and execute those operational/technical aspects of your job. You’ll learn your role faster when you have the right people helping you learn. The only way to know who the right people are is to invest the time in getting to know them.

– Mike Figliuolo at thoughtLEADERS, LLC

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What does the term “executive presence” mean to you?

October 16, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What does the term “executive presence” mean to you?

The person is a polished presenter who speaks with confidence – 15%
The person is a natural leader whom people gravitate toward – 52%
The person builds consensus and overcomes conflict easily – 16%
The person dresses well and projects a sense of status – 9%
Something else – 7%

Presence means gravitas. To the majority of you (52%) executive presence is about projecting a style of leadership that people gravitate toward and want to follow. Leadership doesn’t have to be loud, either. It’s about being confident in setting a clear and inspiring direction, expressing that you truly care about those you lead, and that you’re approachable and trustworthy. It’s not about the clothes, the stage presence, or the way you project your voice. It’s about being that leader who brings a team together and makes people feel safe and excited about following them. While presentations and speaking with confidence matter (15%), it’s likely more about how you speak and what you speak about that builds the gravitas that people want to follow. Stop worrying about shining your shoes and ironing your shirt and focus on crafting an authentic, inspiring message that people trust and buy into.

– Mike Figliuolo at thoughtLEADERS, LLC

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What’s the most common reason someone on your team doesn’t get promoted?

October 9, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What’s the most common reason someone on your team doesn’t get promoted?

There are no openings for them to fill – 58%
Someone else gets the role – 11%
They lack the skills to perform the role – 18%
They have the skills but lack experience in similar roles – 3%
They interview poorly – 3%
Something else – 8%

Nowhere to go. Clearly promotion opportunities are being limited by the number of spaces available for your team members to be promoted into. While you can’t manufacture roles out of thin air, you can create opportunities and also ensure your people are ready for roles when openings do appear. As far as creating opportunities, look for roles that they might not traditionally consider. Someone in Marketing might not actively pursue an operations role but in doing so, they will learn a lot that can be relevant to future roles they might pursue. Expand the field of vision for what kinds of roles you encourage your team members to look at. It can build their skills and experience while also creating near-term growth opportunities. For those of you who say your team members lack the skills for the role, right now is exactly the time to be building those skills with them Give them stretch assignments and projects. Send them to training. Find them a mentor. Build those next-level skills while they’re in their current role so when a promotion opportunity arises, they’re ready to take on that role.

– Mike Figliuolo at thoughtLEADERS, LLC

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When you get a day off, how do you prefer to spend it?

October 2, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: When you get a day off, how do you prefer to spend it?

Catching up on personal projects and errands – 54%
Resting and not doing much of anything – 30%
Attending events with friends and family – 12%
Doing volunteer work – 1%
Something else – 4%

Taking care of (your own) business. The majority of you spend your time off working on personal projects and errands. It’s easy for those things to pile up and a day off is a natural way to get caught up. That said, be sure you occasionally take time for yourself to get some rest. Down time and recovery are critical elements of long-term resilience. If you never give yourself a break – even if it’s to work on “personal” things – you’ll find it harder and harder to recover from stressful times. Give yourself permission to rest and do nothing. You’re actually doing something – you’re recharging your batteries, giving your brain and body a rest, and allowing yourself to recuperate from other stressors that fill your life.

– Mike Figliuolo at thoughtLEADERS, LLC

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What’s your view of socializing with customers or vendors outside of work?

September 25, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What’s your view of socializing with customers or vendors outside of work?

It’s a great idea, and I strongly encourage it – 14%
It’s a good idea, but it needs to be limited and monitored – 62%
It’s a good idea, but it needs to be limited and monitored – 62%
It’s not a good idea — a lot of things can go wrong – 14%
I avoid it, and instruct my team members to do the same – 10%

Socialize but with boundaries. 76% of you are in favor of socializing with customers or vendors outside of official business. That said, the majority of you prefer to have limits on those interactions to prevent things from going awry. Another large percentage of you (24%) are against the idea of any outside of work socializing precisely because so many things can go wrong. Given many social events can involve alcohol or more relaxed environments, it’s easy for poor judgment to be exercised and those actions can carry large at-work implications. Regardless of where you fall on the spectrum of how appropriate out-of-work socializing is, be sure to clearly and frequently communicate expectations and standards to your team. And when bad things do happen, ensure people are held accountable and standards are recommunicated and reinforced.

– Mike Figliuolo at thoughtLEADERS, LLC

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What’s your priority when bringing in a new team member?

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

Our reader poll today asks: What’s your priority when bringing in a new team member?

Defining their tasks and deliverables – 22%
Acclimating them to the team and culture – 65%
Helping them network in the organization – 4%
Working on their skills training – 8%
Something else – 0%

Get them acclimated first. Culture starts from how people are treated on day 1 in the organization. Clearly many of you put a heavy focus on helping new team members assimilate into your organization. The work and tasks will always be there to update them on but making that good first impression is key. It makes them feel welcome, helps them avoid making a cultural faux pas, and builds a sense of camaraderie with the teammates who will help them be successful. If you’re focusing on tasks and deliverables first, consider shifting your focus to acclimating them first. The payoff will be more than you realize.

– Mike Figliuolo at thoughtLEADERS, LLC

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When you’re hiring for an opening on your team, what best describes your approach?

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

Our reader poll today asks: When you’re hiring for an opening on your team, what best describes your approach? I hire someone who…

Has a proven record of delivering in exactly that role. 8%
Has a lot of experience with the role, but some growth ahead. 47%
Doesn’t have much experience in that role, but they have a lot of potential. 45%

Leaving room for growth. The overwhelming majority of you (92%) are hiring people who have room to grow in the role you’re bringing them into. It’s all a question of how much risk you’re willing to take. It seems half of you are taking more risk and are willing to hire people with little experience but lots of potential. While that might lead to some failures along the way, it creates great upside, challenge, and growth potential for those employees. That growth should keep them engaged, lower attrition risk, and ultimately help you build the next generation of talent. Just be sure to give them the support they need to prevent them from floundering in the role. If you’re in the 8% who are only hiring people with the exact experience you need, recognize you’re taking little risk on their performance but you’re increasing the risk of boredom, disengagement, and ultimately attrition.

– Mike Figliuolo at thoughtLEADERS, LLC

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How well do you understand the differences between coaching, training, mentoring, feedback and counseling?

August 28, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How well do you understand the differences between coaching, training, mentoring, feedback and counseling?

Extremely well — they’re all very different skills and disciplines 20%
Very well — I can distinguish them fairly easily 40%
Well — some of them seem the same with some minor differences 29%
Not well — they all seem to be focused on the same thing 9%
Poorly — they’re just words and it’s all semantics 2%

Know the difference in development techniques. It’s good to see 60% of you reporting you know the clear difference between coaching, training, mentoring, feedback, and counseling. For those who don’t, spend some time learning. Each technique has appropriate (and inappropriate!) uses. Coaching is asking questions to help the person come up with their own solutions. Training is showing an individual or group a skill and getting them to repeat it until proficient. Mentoring is sharing your personal experiences to help them glean insights they can use to resolve their challenge. Feedback is discussing an specific incident or behavior with the goal of changing that behavior in the future. Counseling is for deeply personal issues like addiction or mental health challenges and should only be done by licensed practitioners. Know the difference and deliberately select the right technique before a development intervention. It’ll increase your odds of successfully improving their performance.

– Mike Figliuolo at thoughtLEADERS, LLC

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How good of a customer is your company to your suppliers?

August 21, 2025/0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: How good of a customer is your company to your suppliers?

We’re a great customer! We treat our suppliers as true partners and treat them well. 36.30%
We’re a good customer. We try to make it easy to deal with us. 47.41%
We’re not a good customer. We can make things challenging for our suppliers. 14.81%
We’re a bad customer. We make things really difficult for our suppliers. 1.48%

Strong supplier relationships matter. 84% of you report having solid relationships with your suppliers. That’s just smart business. When it turns into crunch time for a supplier, which customer are they going to work harder to support when supplies get low or deliveries get challenging? Obviously the customers who treat them well. For those of you in the 16% who say your supplier relationships are bad, what can you do to improve them? What small actions can you start taking now to show them they matter to you? It could b simple things like offering better payment terms, not being adversarial in negotiations, or just sharing information that helps them run their business more efficiently. Small steps can go a long way. And for the 84% of you with good relationships, it’s still advisable to talk with your suppliers about how you can make things easier for them too. They likely value your relationship and won’t complain proactively but if you solicit feedback, you might find the relationships get even better.

– Mike Figliuolo at thoughtLEADERS, LLC

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