Shannon Waller's Team Success

Is your team operating at full capacity, or have they settled into a comfortable routine? Many teams deliver quality results, but what happens when passion and engagement wane? You might find your talented team members holding back, doing just enough to meet expectations, while their true potential remains untapped. In this episode, Shannon Waller explains the subtle difference between excellent performance and Unique Ability®. Here’s how to ignite that spark of enthusiasm and creativity that elevates your team’s performance, keeping them energized and committed to your vision. Download Episode Transcript Show Notes: Unique Ability is a superior skill that you’re passionate about. Unique Ability® Teamwork means the right people are in the right seat using their areas of Unique Ability. The differences between 80% Excellent team work and 100% Unique Ability Teamwork are: Unique Ability teams self-manage because they’re intrinsically motivated and engaged in the work and the projects. Excellent teams produce 2x results, while Unique Ability teams produce 10x results. Unique Ability teams collaborate and support each other without competing with each other. Unique Ability teams play full out with a no “defense budget” attitude. Unique Ability teams are always learning and growing, becoming their own internal experts. Unique Ability teams use their past experience as research for improvements in new projects. Unique Ability teams are always alert, curious, responsive, and resourceful. The Experience Transformer® tool takes a completed project as a basis for learning. The tools asks: What worked or is working? Often this breaks down into technology, timing, or teamwork. What didn’t work? Usually this is a process breakdown, misunderstanding, misalignment, or miscommunication. Brainstorm: Knowing what we know now, what would we do differently? What’s the new course of action or strategy? Keep what’s working and fix what isn’t. DONT’s if you want to maximize your team’s engagement: Don’t shut down new ideas. Don’t micromanage. Don’t demoralize the team. Don’t let 80% effort go on without addressing it. “Sometimes you’re failing so slowly, you think you’re winning.” Resources: How To Expand Your Team’s Unique Ability® The 4 Performance Capabilities 10x Is Easier Than 2x by Dan Sullivan and Dr. Benjamin Hardy Transforming Experiences Into Multipliers Kolbe A™ Index EOS®

Are you holding on too tightly to tasks that drain your energy or block your team’s growth? In this episode, Shannon Waller reveals the mindset shifts and practical tools that help entrepreneurs confidently delegate, let go of micromanagement, and elevate their teams. Discover how to create a bigger future by freeing yourself—and your business—from the delegation death grip. Download Episode Transcript Show Notes: Most entrepreneurs, even skilled delegators, have at least one area where they struggle to let go. Micromanagement often stems from a fear that no one else can meet your standards. Shifting from “doer” to “leader” requires letting go of tasks, even if you’re excellent at them. The root of micromanaging is usually a mindset of fear, uncertainty, or lack of confidence in others’ abilities. Recognizing and naming your fears around delegation are the first steps to overcoming them. There are two unhealthy delegation styles: the “death grip” (never letting go) and the “drive-by” (throwing tasks at others without clarity). Both micromanagement and drive-by delegation prevent your team from developing the skills and confidence they need to excel in their roles and drive progress forward. You must have a compelling “why” to motivate yourself to let go of tasks and delegate effectively. The Impact Filter™ is a powerful tool for clarifying your purpose, standards, and desired outcomes when delegating—and setting your team up for success. Telling best- and worst-case stories helps your team understand what great performance looks like—and what to avoid. Success criteria should be specific, measurable, and written down. Delegating “excellent” activities—things you do very well but no longer love—is often the hardest but most necessary step for growth. When you articulate your standards and expectations, you demonstrate trust in your team’s unique skills and empower them to meet (and often, exceed) those standards. Using tools like The Impact Filter transforms delegation from a risky handoff into a confident, collaborative process. Letting go of lower-value tasks frees you to focus on your areas of Unique Ability® and the bigger future you want to create. Regularly revisiting your “why” for delegating helps you avoid slipping back into old habits. When your brain is “on paper,” your team knows exactly how to win—and you can coach, not control, their progress. Resources: Unique Ability The Impact Filter TED Talk: Start With Why: How Great Leaders Inspire Action by Simon Sinek Time Management Strategies For Entrepreneurs (Effective Strategies Only) The 4 Freedoms That Motivate Successful Entrepreneurs The Checklist Manifesto by Atul Gawande Ego, Authority, Failure: Using Emotional Intelligence Like A Hostage Negotiator To Succeed As A Leader by Derek Gaunt The Black Swan Group EOS®

Are you feeling trapped by your role? Are you looking for more freedom? Shannon Waller asks, “What if you shift your perspective and adopt a partnership mindset?” Challenge the traditional hierarchical thinking that stifles collaboration and results. Instead, imagine an environment where you, and everyone around you, are liberated to contribute your Unique Ability® and show up as your most evolved self, regardless of status or title. Discover how this mindset fosters collaborative teamwork, amplifies contributions, and leads to results and growth, letting you to focus on creating immense value. Download Episode Transcript Show Notes: Ditch the hierarchy. Treat yourself and others as partners, not just bosses or subordinates, for true freedom and results. Role-based thinking hinders teamwork and collaboration. Bring your most evolved version of yourself to work. Instead of your authentic self, show your “front stage” best, even internally. Value people who are different from you; they can do what you can’t. Alignment on core values keeps the focus on collaboration toward shared goals. Put your ego and authority aside. Partnership means implied equality – focusing on contributing resources, skills, and effort toward shared goals, and sharing risks and rewards. The marketplace only cares if you create value; it doesn’t care about your status. Know yourself and your unique contributions. Focus on the situation and the other person, not just yourself, to be a great partner. Don’t be trapped by your role or title, even if it’s CEO. Redesign your job to match your unique contribution for greater impact and happiness. This partnership mindset allows you to work effectively with people at any status level. The goal is to give people freedom to do what they’re best at, play full out, speak up, and contribute fully. Dan Sullivan’s solution when team members struggle is to bring in another “Who” that can do that piece of the work effortlessly. The Strategic Coach® core values, or P.A.G.E., are: positive and collaborative teamwork being alert, curious, responsive, and resourceful focusing on growth and results providing an excellent first-class experience for clients Resources: Cy Wakeman’s books No Ego: How Leaders Can Cut the Cost of Workplace Drama, End Entitlement, and Drive Big Results The Reality-Based Rules of the Workplace: Know What Boosts Your Value, Kills Your Chances, and Will Make You Happier Reality-Based Leadership: Ditch the Drama, Restore Sanity to the Workplace, and Turn Excuses into Results Ego, Authority, Failure by Derek Gaunt Never Split The Difference by Chris Voss Who Not How by Dan Sullivan with Dr. Benjamin Hardy Kolbe CliftonStrengths® PRINT®

Do you praise departing team members—or subtly undermine them? In this episode, Shannon Waller breaks down why the way you talk about departures—good or bad—shapes your team’s trust, your reputation, and even who’ll want to work for you. Learn the hidden costs of venting, Dan Sullivan’s graceful approach, and the “true, kind, necessary” rule for classy goodbyes. Download Episode Transcript Show Notes: How you talk about former team members defines your reputation—both inside and outside your company. Venting about someone who left may feel good in the moment, but it’s a trust killer for your current team. If you speak poorly about others after they’re gone, your current team members will begin to wonder what you’re saying about them too. The way you handle goodbyes also tells your current team how you'll handle tough moments with them. Every departure is a chance to demonstrate emotional maturity, even when it's hard. Tough conversations should happen before someone departs. Great leaders turn departures into goodwill ambassadors, not burned bridges. Dan Sullivan’s magic phrase: “People leave for their reasons, not ours.” A-players avoid companies with a reputation for badmouthing former employees. If you can’t say something genuinely positive about a departure, silence is the wiser choice. Resources: The Self-Managing Company by Dan Sullivan Your Business Is A Theater Production: Your Back Stage Shouldn’t Show On The Front Stage Team Success Episode: From Conflict To Courage, with Marlene Chism

Do you ever feel like your team is just going through the motions, missing that spark of connection? Are you noticing behavior that might be quietly undermining your culture? In this episode of Team Success, Shannon Waller dives into a crucial topic that can transform the way you interact with your team to create loyalty and trust. Tune in to learn how to enhance your team’s long-term performance through transformational behavior. Download Episode Transcript Show Notes: Transactional Behavior: Focuses on what can be obtained from others, treating them as mere tools or cogs in a machine. Transformational Behavior: Prioritizes growth, partnership, and collaboration, treating others as human beings and fostering a sense of togetherness. Examples Of Transactional Behaviors: Ignoring people in passing. Only reaching out when you need something. Skipping “please” and “thank you.” Being all business all the time. Evaluating people only by their outputs. Acting like hierarchy means superiority. Focusing on tasks rather than the purpose. Dropping tasks on others without context. Treating other people’s time as expendable. Being performative or fake. Failing to give feedback. Protecting turf or withholding information. Transformational Practices: Acknowledge and greet people. Show genuine interest in others’ lives and well-being. Use polite language and express gratitude. Bring your whole, most evolved self to work. Recognize efforts and learning, not just results. Treat everyone as a peer and partner. Connect tasks to the larger purpose. Provide context for tasks and decisions. Respect others’ time by being punctual and prepared. Be authentic and own up to mistakes. Offer constructive coaching. Share information freely and foster a culture of abundance. “People are sharp. Teams are well-rounded.” —Donald O. Clifton “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” —Maya Angelou To show up as a great team builder, as a great culture builder, as someone who is building the future of your company, examine these areas of your own behavior and take action immediately. Resources: “Taking Control Of Your Ego With Bestselling Author & Speaker Cy Wakeman,” Team Success Podcast 127 “The Referability Habits Mindset” free PDF download CliftonStrengths® website “The Entrepreneurial Attitude” free PDF download Simon Sinek’s TEDx Talk “Start With Why” The Impact Filter™ download Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Dan Sullivan with Dr. Benjamin Hardy

Do you ever wish you could predict how a new team member will perform—before they even start? In this episode, Shannon Waller shares why she relies on profiles like Kolbe and PRINT® to build high-trust, high-performance teams. Discover how these tools help you delegate with confidence, eliminate mismatched roles, and leverage each person’s Unique Ability® so your entire team wins. Download Episode Transcript Show Notes: Profiles eliminate guesswork by revealing how team members naturally strive, think, and contribute. Trust and collaboration deepen when you understand a team member’s innate strengths, motivations, and problem-solving instincts. The Kolbe A™ Index reveals how someone takes action (their striving instincts) and in what situations they’ll resist taking action. CliftonStrengths® highlights top talents so you can assign roles where people will excel effortlessly. Working Genius® identifies which parts of a project energize someone (like inventing or executing) and which drain them. Entrepreneurial teams thrive on adaptability, and profiles create stability by clarifying who does what best. The strongest teams balance different strengths instead of duplicating the same skills. Profiles also prevent pigeonholing by showing the full picture of a person’s capabilities, not just one trait. Hiring based solely on experience is risky—profiles uncover hidden potential that resumes miss. Using an Impact Filter™ helps you define the “why” behind a project so you can align the right people with the right tasks. Overall, investing in profiles delivers measurable ROI—better hires stay longer, perform at higher levels, and require less management because they’re operating in their areas of Unique Ability from day one. Resources: Kolbe A Index Working Genius CliftonStrengths DiSC® Profile PRINT The Impact Filter Unique Ability The Talent Impact Profile™️

Do you hesitate to step into a leadership role, even when you know you have something valuable to contribute? You’re not alone! Many people hold back, think it’s not their job, or believe they lack the authority. But leadership isn’t just for the top of the pyramid. In this episode, Shannon Waller discusses what “situational leadership” is and how you can make a real impact in your organization, no matter your title. Imagine being the go-to person in your area of expertise, confidently guiding your team through uncertainty and change. Listen now for the five mindsets in team members from Liz Wiseman’s book Impact Players that are keys to developing situational leadership. Download Episode Transcript Show Notes: Strategic Coach® defines leadership as: Providing direction Maximizing opportunities Providing strategies and solutions Everyone has an area of expertise, or Unique Ability®, where we can contribute, create value, and provide leadership. The executive assistant in charge of an entrepreneur’s schedule is in charge of their entrepreneur’s daily activities and can provide leadership on managing time and relationships. Five key points from Impact Players by Liz Wiseman: Do the job that’s needed, not what’s assigned. Step up and take ownership. Adapt and stay flexible. Make work easier for others. Deliver with a finish line mentality Casting Not Hiring’s 4 x 4 Casting Tool™ measures four quadrants of success: Performance: being alert, curious, responsive, and resourceful Results: what is faster, easier, cheaper, or has a bigger impact Being A Hero: four projects to focus on next quarter What Drives You/Others Crazy: behaviors you want to avoid Permission to speak up and make suggestions is not saying, “My way is the right way.” Resources: Unique Ability) PRINT®: Take the PRINT survey). Abundance 360, by Peter Diamandis Superpowered: The Secret That Helps Every Entrepreneur Eliminate the Suck, 10X Their Impact, and Have More Fun in Work and Life by Shannon Waller, Ryan Cassin, and Steven Neuner Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact by Liz Wiseman

Is your business stuck because you’re still acting as the de facto COO? In this episode, Ben Wolf of Wolf’s Edge Integrators reveals the three types of number two leaders—Operational, Conductor, and Executive—and how to choose the right one for your growth stage. Learn why the wrong hire can cost you years (and how the MOA Assessment solves this). Download Episode Transcript Show Notes: A great number two leader drives execution—both core operations and key growth initiatives—while ensuring profitability and team alignment. Entrepreneurs need to shift from being in the business to working on the business by delegating execution to a trusted second-in-command. Without a strong number two, visionary leaders stay trapped in day-to-day operations, limiting their ability to focus on high-impact growth opportunities. There are three types of number two leaders: Operational (systems and processes), Conductor (cross-functional alignment), and Executive (scaling expertise). Hiring the wrong type of number two leader can slow progress and create frustration. Companies evolve through stages—Survival, Owner-Dependent, Incremental Growth, and Scale—each requiring a different leadership approach. Fractional COOs can be a strategic bridge, providing the right expertise without the full-time cost, especially in early growth phases. Corporate-minded leaders often clash with entrepreneurial cultures—look for number twos with both big-company experience and start-up agility. Trust is the foundation for all business growth. Entrepreneurs have to learn to delegate control, while number twos must earn credibility through transparency. The MOA Assessment (Mother of All Assessments) helps entrepreneurs identify their current stage, leadership gaps, and the ideal number two profile. Resources: Wolf’s Edge Integrators EOS® Unique Ability® The 4 Freedoms That Motivate Successful Entrepreneurs VisionSpark More about Ben

Is your entrepreneur overflowing with ideas but feeling frustrated that no one is listening? This episode reveals how you can step up as a vital sounding board, transforming those fleeting thoughts into actionable plans. Entrepreneurial team expert Shannon Waller explains how enhancing your listening skills makes you an invaluable asset to your entrepreneur. While you get to collaborate creatively with your entrepreneur, you’ll also usher in new solutions that drive growth for your company. Download Episode Transcript Show Notes: Be A Great Sounding Board Volunteer to listen: When your entrepreneur shares an idea, express interest in scheduling time to learn more about it. Capture ideas: Keep a running list of your entrepreneur’s ideas in something that you can access from your phone, like Trello or Asana, anytime a new idea comes up. Before the discussion, make a note about what intrigued you about the idea or what questions you immediately have. Be present: Clear your mind and focus on the conversation. If you’re distracted, your entrepreneur will sense it and share less. Listen generously: Use phrases like, “Tell me more” to invite deeper discussion. Lean in physically to show engagement. Create a safe space: Make it comfortable for the entrepreneur to express their thoughts, even if they lead to a “bad idea.” Capture the summary of main points: This is easy to do with Strategic Coach® tools, but even typing out the key points discussed afterwards takes the idea from the “make it up” stage closer to “make it real.” Characteristics Of A Great Listener Enthusiastic and curious: Show genuine interest in the ideas being shared. Translates back: Reflect back what you hear using phrases such as, “It seems like … ” or “It sounds like … ” Great interviewing skills: Ask questions about what intrigues you and what the context is—what the problem is that this idea solves. Or, repeat the last three words to confirm that you’re listening and encourage further expansion. Add your viewpoint: Adding your own thoughts shows you’re listening and thinking about what is said. Tools For Effective Conversations Use Strategic Coach tools: Tools such as The Strategy Circle and Impact Filter can help guide discussions. The Strategy Circle®: Identify goals, obstacles, and strategies. The Impact Filter™: Discuss the purpose, importance, ideal outcome, and success criteria. Certainty/Uncertainty Focus: Explore what is known and unknown about the idea to get more clarity about who should be doing what. Approach With The Right Mindset Be curious, not ego-driven: Focus on the entrepreneur’s ideas rather than seeking personal recognition. Use your strengths: No matter your strengths, lean in to them to balance your entrepreneur’s strengths. Enjoy the process: Embrace the creative act of ideation with your entrepreneur. Be open: Keep an open mind to new ideas, but also be willing to let them go if they turn out to be not worth pursuing. Final Thoughts Transformational impact: Your role as a sounding board can lead to significant breakthroughs for the entrepreneur and the team. Recognize your skills: You may already possess these listening skills. Acknowledge and enhance them for greater impact. Make it real: Your engagement can help flesh out creative ideas by taking them out of the headspace and into the action space. Resources: Never Split The Difference by Chris Voss, CEO and founder of The Black Swan Group The Strategy Circle: Your Life As A Strategy Circle by Dan Sullivan The Impact Filter Strategic Coach Ambition Series quarterly books What is the Collaborative Way®? CliftonStrengths® Tools for capturing ideas on the go: Trello, Asana Inside Strategic Coach podcast with Dan Sullivan and Shannon Waller questions@strategiccoach.com

Are your team leaders still growing, or have they become too comfortable? In this episode, Shannon Waller discusses why leaders need to be led and how entrepreneurs can create environments where their leadership teams continue to grow, adapt, and welcome feedback. Learn how to avoid the trap of entropy and cultivate a team that embraces change and collaboration. Download Episode Transcript Show Notes: Entrepreneurs get their feedback from the marketplace, but your internal leaders may not get the same level of direct input, requiring intentional direction from you. Great entrepreneurial leaders embrace The 4 C's Formula®—Commitment, Courage, Capability, and Confidence—and continually repeat the cycle of growth. It's the responsibility of those in leadership positions to ensure their team leaders are continually growing, stretching, and expanding their areas of Unique Ability®. Without guardrails and feedback, even the best leaders can go off course, which makes structured communication and open dialogue key. While corporations tend to have established growth paths and feedback mechanisms, entrepreneurial companies often demand team members take a more proactive, self-directed approach. Entropy, or the gradual decline into disorder, can take over if there's no conscious effort to maintain uniqueness and encourage growth in your organization. Resisting change is a warning sign of stagnation. Encourage your team to challenge the phrase, “We've always done it this way.” Prioritize leading people over simply managing them; let technology handle inputs while you focus on providing direction and leadership to your team. Create psychological safety for your leaders by encouraging open and honest communication so they feel comfortable sharing feedback and voicing concerns. It’s also important that your leaders receive feedback not only from you, but also from their teams, so you can build a broader culture of trust. If you want to cultivate Unique Ability® Teamwork, you have to put effort and energy into making it happen—encourage collaboration and welcome new ideas and input regardless of job descriptions. Resources: Unique Ability® The 4 C’s Formula by Dan Sullivan The Blind Watchmaker: Why the Evidence of Evolution Reveals a Universe Without Design by Richard Dawkins EOS®

Do you get the impression there are people on your team trying hard to prove themselves? In this podcast episode, teamwork specialist Shannon Waller discusses the critical importance of self-awareness and the freedom to be oneself within a team environment. Understanding your strengths and embracing your true self is not just for personal benefit; it serves as a strategic advantage for entrepreneurial teams. Download Episode Transcript Show Notes: The Problem With Proving Oneself The idea of proving oneself seems positive, showing hard work and ambition, but it can often lead to focusing narrowly on self-evaluation instead of collaboration. The self-focus can lead to “head trash” where people measure themselves against the ideal and end up in “The Gap,” where they’re constantly frustrated that they aren’t further ahead than where they are. The Value Of Self-Awareness Knowing one’s strengths and weaknesses is essential for effective teamwork. This self-awareness allows greater appreciation for others’ complementary strengths, which can be combined to more efficiently complete collective goals. Knowing your own weaknesses helps you stay away from committing to roles on projects you’re not best suited for, thereby preventing bottlenecks. When people know what their strengths are, they’re free to be more creative within those areas. Growing Great Leadership In Dan Sullivan’s newest Ambition Series book, Growing Great Leadership, he explains how being a great leader includes demonstrating your own growth using The 4 C’s Formula®. The 4 C’s Formula: Commitment to a scary new project means having to experience courage to try something new with many unknowns in order to gain new capabilities that give you greater confidence to tackle the next big commitment, renewing the cycle. For a company to expand, each person, each team, and each capability needs to be constantly getting better through 4 C’s growth. Profiles To Help You Know Yourself Kolbe: How you take action. PRINT®: Your motivations. CliftonStrengths®: Your strengths and non-strengths. DISC: Your personality and behavioral style. Working Genius®: Where you thrive on team projects. Growth Over Perfectionism Perfectionists won’t try something unless they know they can nail it the first time. Entrepreneurial companies need growth-minded people who are willing to take risks, try, and learn from both success and failure. Strategic Advantage “Success is the freedom to be yourself.” —Kathy Kolbe People who have the freedom to be themselves are open-minded, curious about other people, trustworthy, collaborative, productive, creative, and successful. When people don’t have to focus inwardly, trying to prove themselves, they’re free to be more strategic and focused on the best end results. Resources: The Gap And The Gain by Dan Sullivan with Dr. Benjamin Hardy Growing Great Leadership by Dan Sullivan (coming soon) The 4 C’s Formula by Dan Sullivan Kolbe (Kolbe.com) PRINT CliftonStrengths DISC: Personality Insights Working Genius Unique Ability®

Do you understand the transformative power of hiring the right number two leader? In this episode, Shannon Waller and Alec Broadfoot discuss the essential qualities of an effective second-in-command and the critical role of a structured interview process in identifying top talent. Learn how assessments and strategic questioning can improve your hiring strategy and drive lasting success. Download Episode Transcript Show Notes: Understanding the role of a number two leader is crucial for entrepreneurial success. Hiring the right second-in-command can significantly improve your business operations. Most entrepreneurs face people problems, not process problems. A number two leader should oversee daily operations, freeing up visionaries to focus on their areas of Unique Ability®. The right number two leader will thrive on the challenges that visionaries find tedious. Letting go of certain responsibilities can lead to increased joy and energy for visionary leaders, ultimately driving profit. The Talent Impact Profile™ (TIP) is a valuable tool for identifying the right characteristics in a number two leader. Building a strong partnership with your number two can transform both your business and personal life. A structured interview process is essential for identifying the right number two leader. Common mistakes in interviewing include relying solely on “gut” feelings instead of data-driven insights and ignoring cultural fit. Candidates need to align with your company’s values. The best time to fire a poor performer is during the interview process. The average interview predicts success about 14% of the time, but using an assessment tool can raise your success rate to upwards of 52%. Once they’re hired, it’s crucial to provide the new leader with ongoing support and clear expectations to ensure they can thrive in their role. Characteristics of a successful second-in-command: Strategic thinking: The ability to think critically and plan effectively. Planning and organization skills: A knack for creating and implementing processes. People orientation: A focus on developing and nurturing team members. Coaching ability: Enjoyment in holding others accountable and managing performance. Strong communication skills: The capacity to convey information clearly and effectively. Right fit: Compatibility with your company culture and values.   Resources: Vision Spark Hiring Your Right #2 Leader by Alec Broadfoot Delegate Solutions How The Best Get Better® by Dan Sullivan Unique Ability® Talent Impact Profile™ Kolbe A™ Index The Team Success Handbook by Shannon Waller

Are you looking to upgrade your teamwork? Do you realize that you have really high standards? Today, Shannon Waller talks about building partners within entrepreneurial teams. What does it mean to have team partners rather than employees or staff, and how do you build the ultimate dream team in your business? If you’re tired of micromanaging, find out how Shannon achieves crazy fast results with team members who act as partners. Download Episode Transcript Show Notes: Shannon has realized she only wants to work with partners, not employees, not staff. One example of a three-way partnership is the Teamwork Triad, which consist of three people who have a Unique Ability® in separate but equal areas of “make it up” (creative vision), “make it real” (execution), and “make it recur” (sustainability). Great partnerships are built around each person being honest about their strengths and areas of Unique Ability. Unique Ability is made up of those activities at which you are capable and confident, but also most love to do. Do you know what you’re uniquely exceptional at that you should be doing all the time? Do you know what you should not be doing? Having Imposter Syndrome simply means you’re growing and still somewhere in the first three scary stages of The 4 C’s Formula®—commitment, courage, or capability—and not yet at the last stage, confidence. To be a great partner, you can’t be shy and humble about the things you’re really good at. You can’t be a partner when you’re doing what you’re incompetent or merely competent at. You also can’t be a partner when you’re doing what you’re excellent at but have no passion for. When partners work together in Unique Ability® Teamwork, everyone is committed and energized by what they’re doing. How can you tell when you have the right partners working together? You get the highest quality results at crazy fast speeds. Being a partner means stepping outside of your preconceived ideas about your role to share the best of yourself: your heart, brain, and will. Resources: Kolbe Unique Ability The Team Success Handbook by Shannon Waller The 4 C’s Formula by Dan Sullivan

Are your business processes slowing you down? In this episode, Shannon Waller reveals how to revamp and revitalize your workflows for better results. Learn the importance of documenting processes, assigning the right people to tasks, and setting clear expectations, and discover how small changes can lead to big improvements in efficiency and motivation. Download Episode Transcript Show Notes: The Importance Of Documenting Processes Document and communicate processes clearly to eliminate bottlenecks and misunderstandings. Regularly review and update processes to adapt to changes in technology, market, or team composition. Tools And Visualization Use a simple flowchart to visualize and optimize workflows. Think of processes as a relay race, focusing on smooth handoffs between team members. Process Improvement Strategies Identify areas where processes are creating friction or frustration, and prioritize these for improvement. Aim to make processes faster, easier, cheaper, and with a bigger impact through collaborative problem solving. Be open to completely overhauling a process if it's not delivering results or if team members are disengaged. Team Alignment And Roles Ensure the right people are in the right roles for each step of your processes, aligning with their Unique Ability®. Be specific about timing expectations for each process step to maintain momentum and avoid delays. Communication And Expectations Clearly articulate expectations, including deliverables, quality standards, and deadlines. Document successful processes and make them accessible to the team for future reference and training. Real-World Application Example: Shortening a 12-week process to three weeks by involving new team members and incorporating new technology. Focus on creating win-win situations where team members enjoy their roles and processes are optimized. Resources: Unique Ability® Kolbe A™ Index Process Street Process Suite Leverage Process! How Discipline And Consistency Will Set You And Your Business Free by Mike Paton and Lisa González Playbook Builder

Do you take the time to acknowledge your team’s contributions, or do you overlook their strengths? In this episode, Shannon Waller explores the transformative power of genuine praise in the workplace. Discover how effective recognition can improve team morale, fuel innovation, and drive overall success in your business. Download Episode Transcript Show Notes: Is guilt a necessary emotion, or is it just a societal construct that holds us back? Entrepreneurs can get overwhelmed because they hold on to tasks they feel guilty about delegating. Take notice of people who are isolating themselves: are they feeling remorse, regret, or shame? Excessive or misplaced guilt leads to negative self-perception and stress without resulting in constructive change. Is misplaced guilt preventing you from taking positive action and making progress? To avoid situations that will lead to guilty feelings, stay away from commitments where you cannot easily deliver on what’s needed—in other words, stay within areas of your Unique Ability® and strengths. Learning about herself through her Kolbe, PRINT®, and CliftonStrengths® profiles has directed Shannon toward areas that result in more productivity, more profitability, and creating more value. Common triggers include failing to meet personal or professional expectations and neglecting personal well-being in favor of work commitments. Cultural and societal factors contribute significantly to feelings of guilt, often rooted in childhood experiences. Strategies To Overcome Or Avoid Guilt: Reframe Your Mindset Question your beliefs about guilt: Is it really true that you’re failing if you don’t respond immediately? Does what you’re feeling match the urgency of the situation? Set Clear Boundaries Establishing boundaries between work and personal life is crucial for maintaining mental health. Free Days™ are essential for rejuvenation; without them, we risk burnout by constantly checking that nothing slips by at work. Communicate Expectations Clearly communicate your expectations with team members regarding response times to avoid causing unnecessary guilt. Also be clear with your clients about not being available 24/7. Have Confidence To Say No When opportunities don’t align with your priorities, it’s okay to say no graciously. Be Compassionate With Yourself If you’re not making mistakes, you’re not taking risks and, therefore, not growing. If you own a mistake, forgive yourself and ask forgiveness of others, then take steps to ensure you don’t make the same mistake again. You’re not failing; you’re learning. Build A Supportive Network Shame isolates people. A support network helps people grow. Instead of criticizing the person, look to what the behavior was that didn’t work and solutions for improvement. Let Go Of Control You can be in charge, providing energy and electricity, but you don’t need to be in control of everything. Great leaders aren’t perfect; they’re honest, provide direction, and don’t make people feel guilty when they’re not perfect. Encourage the team to play offense, not defense so they won’t be made to feel shame, regret, and remorse. Shannon’s recipe for no guilt: center yourself doing your best work with your best audience. Resources: Kolbe PRINT CliftonStrengths