In the journey of leadership, making people feel important stands as the final piece of the three-part puzzle of leading with hospitality. The first two pieces—making people feel welcome and comfortable—are crucial. They pave the way for maximizing productivity, enhancing team culture, and driving business results. Without these foundational components, the final piece is challenging to

Understanding and embracing the purpose of an organization is crucial for rallying teams to achieve greatness together. It may sound straightforward, but often this critical aspect is overlooked, leading to disengaged teams and missed opportunities for meaningful work. When teams fully comprehend the purpose behind their organization's existence and buy into it, they come together with

Significance — a word often overlooked yet filled with transformative power in leadership. It means the quality of being important, and for leaders, it's borderline magical. When people on our teams feel significant, they become capable of more, regaining lost confidence and leaning into their full potential. Leadership is about bringing out the best in others.

Mark Sanborn once said, "The first job of a leader is to prove significance. Because unless or until people feel significant, they won’t even come close to making significant contributions." When team members understand and believe in the purpose of their organization, they feel valued, significant, and motivated to contribute meaningfully. However, creating an environment where

Leaders who foster a culture of hospitality continually remind their teams of past accomplishments to inspire them for future challenges. No one starts off perfect, and achieving excellence often requires practice and persistence. Every team member has a history of achievements that have shaped them and led them to where they are today. A compassionate leader

Recognition is crucial, as numerous studies have shown that a lack of appreciation at work is a major reason for employee dissatisfaction and turnover. Showing appreciation not only makes people feel good but also enhances their commitment to their work. Leveraging the VAK Model for Maximum Impact The VAK (Visual, Auditory, Kinesthetic) model, proposed by Walter Burke

According to David Novak’s research published in the Harvard Business Review, 82 percent of employed Americans feel their supervisors don’t recognize their contributions enough. This statistic highlights a persistent issue in corporate America, but it also presents an opportunity for us to transform how we lead and encourage our teams. The Power of Encouragement Encouragement is a