I would love to be MentorCoOrdinator: effective connections are a key component of my business (PowerCore) and I would choose Mentors based on their affinity for the connection with the new Member. That would be fun - and different. I would tell them both why I'd picked that particular Member as a Mentor, which would be a compliment, and set the new Member up to be interested.  

In a way, I do this at Orientation Essentials, when I ask panelists to tell a particular story to highlight their success experience.

The business behavior I find most critical is managing time.  Time management is extremely important in a tax business because work revolves around strict deadlines, accuracy and client trust.  Managing filing dates, extensions, estimated payments and responses to tax authorities is critical.  Poor time management can lead to missed deadlines, penalties and unhappy clients.

Managing and organizing time during the tax season crunch is especially critical when workloads are heavy and staff must prioritize urgent tasks without sacrificing quality.  Good time management reduces errors by allowing enough time for preparation, review and in some cases, client hand holding which can all be critical in tax work. 

From a business perspective, burnout is a real possibility and overall time management helps increase productivity, reduce stress levels of everyone concerned and earn and retain client trust.

I am confident in my training process and ability to communicate.  I have always been a skilled chirorpactor but lacked in the management process.  Over the years, with coaching and reading books by John C. Maxwell and One Minute Manager, I have developed an efficient management style with processes and training manuals.  They have helped me to streamline the onboarding process for new staff as well as the students I teach.  We also have short,yet impactful meetings to check in to see how we can improve.  This is also where delegation comes in; with the right training, I can focus more ON my business rather than IN my business.  Taking those tasks off my plate helps me to better focus on my craft and what is really important, patient care.

The leadership role I would choose is the ParticipationCoOrdinator.

The business behavior I am most confident about is creating accountability through consistent communication and building lasting relationships. I believe that when people understand expectations and know someone is genuinely invested in their success, they become more engaged and contribute at a higher level.

That same philosophy is the foundation of my real estate business. Real estate is about much more than contracts and negotiations—it's about trust and relationships. I stay in touch with my clients long after the closing, follow through on my commitments, and make sure they always know they are a priority.

For example, several of my clients have referred their family members, friends, and coworkers to me over the years. One relationship has even grown into multiple generations of referrals. That didn't happen because I constantly asked for business—it happened because I consistently communicated, stayed engaged, and built genuine relationships.

As ParticipationCoOrdinator, I would bring that same approach to the Team by encouraging participation, checking in with Members, and helping everyone stay connected and engaged. Strong participation builds stronger relationships, and stronger relationships lead to more profitable referrals for everyone.

The leadership role I lead with confidence is managing - building the systems and the environment where people can succeed without needing huge amounts of willpower.

When I help someone who wants to avoid type 2 diabetes I don't just hand them a meal/workout plan and hope for the best.  

I work with them to customize their support structure:  the daily habits, the environment, and the small systems that make the healthy choice (Nutrition, Movement, Sleep, Stress, and Mindset)...the easy choice.

Then I hold them accountable during the course of our program so that this behavior structure becomes deeply ingrained and supports their success long after our sessions end.

That's exactly why the Mentor Coordinator role meshes with my strengths.  Helping new members find their footing, learn the rhythm of the meeting, and feel set up to win is the same thing I do with my clients every day.  I welcome people in and create an environment where they can easily give and receive value to/from the team.

I would choose the Mentor Coordinator in my business. When I meet new business owners I tend to connect with them by listening to their needs.  For example, if they are brand new at starting a business I want to help them understand how the taxes work when it comes to payroll.  Whether it be for an S Corp or for a Corporation of 50+ employees. Transparency when it comes to sales is very important so I feel as though I am their Mentor Coordinator in helping them understand the ins and outs of payroll.

As a Property and Casualty Insurance Agent, there are a specific areas that one must be confident about in order to be successful. 

The most important area that one must be confidence is knowing the area of your business that best meets current skills sets. Many agents begin the industry trying to manage, market and sell anyting

and everthing.

In my opinion, trying to be proficient in too many areas creates fustration and wasted time doing things that provides minimum return on investiment and work burn-out. My recommendation is to 

focus the majority of your money, and resources only in the area that best fits your natural skills set. Increase your expertise in those areas only and watch your confidence grow.    

I would love to be a Team Co-Ordinator guiding those in charge to be their best. A Team Co-Ordinator can facilitate a culture where each member of the team excels.  Effective leadership is crucial in fostering a productive environment where referrlas can flourish.

 I believe the goal in PowerCore is to Get and Give referrals.  Those in leadership positions tend to Give and Get the most referrals.  Leadership is about empowering others—showing them how to be their very best in a way that is both productive and efficient.

I do the same with my clients.  I am confident in helping guide them to the decisions of how much and what type of Life Insurance is needed in their unique situation. 

Both clients and prospects come to me with a lot of stress and chaos in their lives.  I can be a calming force during our time together, so we can focus objectively on what the situation is with their finances, what they have done up to now to try and fix it, and how they feel about their current situation.  This allows us to focus objectively on their situation and look at a way forward for them, whether it's working with me or not.

I'm confident when it comes to indentifying roof damage and the stage it's currently at. I provide homeowner's with ease when it comes to undertsanding the next steps for properly taking care of their most important asset.. their home!

The role I'm most confident in is leading people through uncertainty.

When families call me, they're often not just facing a care decision—they're facing disagreement. One sibling wants Mom to stay home. Another wants assisted living. Mom wants neither. Everyone is anxious, and every conversation becomes emotional.

What comes naturally to me is bringing calm to chaos. I listen before I advise. I help people separate emotion from facts, create a path forward, and build consensus around difficult decisions.

I don't think my greatest strength is knowing the answers. It's helping people find clarity when uncertainty is at its highest.

The business behavior that helps in both the running of my book of business as well as managing individual cases that I am confident about is seeing the whole. Often times, it is so easy to get sucked into the nitty-gritty of both managing a business and managing a case. However, the ability to step back and see the hole for what it is and prioritize what needs to occur helps me successfully navigate through complex litigation as well as a complex caseload. As an example, when I take a vacation, I map out the entire month so I can see where any week points may pop-up. This way, no case is left unattended and I can focus on myself and my family so that I can sustain the mental energy needed to manage my high stress job.

One business role I love and am confident about is Coaching and “Making it Make Sense” to create a consistent experience for both my team and my clients.

If my team doesn’t know how to translate from “Insuran-ese” to English, our clients may under- or over-protect themselves based on what they need. By providing continuous education and coaching in product and systems knowledge as well as their individual communication skills needs, I equip my team to “make it make sense”.

With my clients, I focus on transparency, educating, and listening to ensure explanations align with their needs.

Recently, I met a realtor at an open house and gave her my card with an open invitation to call and ask any questions. She reached out even though we hadn’t done any business together and asked me a question about the impact of roof age on a new homeowner application. I gave her a thorough explanation in layman’s terms that explained how the underwriting process would work, some proactive measures that could be taken to help with the application, and at the end of our conversation, she said she had talked with several agents but had never had them provide the kind of information that helped her understand the process and provide guidance to her clients like that before. She said there was no question we would be doing business together in the future.

Through coaching and “making it make sense”, I build my business’s credibility and drive marketing through positive word of mouth/referrals.

I work in a hybrid environment - everyone in my office is a "solopreneur", yet has learned to do so from the collective support of those in the same situation. Learning how to generate discipline in running your own business is by far the hardest aspect of this kind of work.

I started this business with the explicit understanding that I was going to be as coachable as possible, to implement the behaviors of those who were already successful in my industry.

Very quickly I discovered the "secret". 90% of this is truly how much effort one is willing to put in.

I am confident in my ability to do things that others are not willing to do. I am not special; I simply will just outwork the others. I'll spend the time on the weekend, 8-8 most days and beyond. I know that my business relies on nothing other than my work ethic, and no one else but myself, which is the crux of my income, and the wellbeing of my family - which further explains my WHY.

Finally, I decided to take it further, and look at the successful people in health insurance and ask myself, "What are they not doing that I can do better?". Customer service, and spending more time with people. I have taken those two things to the next level, to make a lasting impact and establish long term relationships with my clients.

A leadership role in my business is mentorship, helping clients truly understand what's possible for them. I deliver the information they need without overwhelming them, giving them only what matters right now, at the moment they need it.

I'm not the teacher who tells people what to do, proves how much I know, and then leaves everyone to fend for themselves. I show my clients what's possible. I deliver an experience. I know people and who my clients need to be connected to and why, and then I make those connections for them. This is a "no man left behind" situation, not "every man for himself." My goal isn't to make people think. It's to help them act, to light up their hearts, not just their brains.

For example, I could simply tell folks what to do: invest in a model portfolio, use a bucket or guardrail system so they don't outlive their money, keep their beneficiaries up to date. I do all of that. But I guide my clients through so much more. I help them focus on what's important right now, without the overwhelm. They don't need to know everything I know about financial planning, and they don't want to. I have insight into where they're headed, the pitfalls and opportunities waiting for them, and it's my job to help them experience the most joyful, fulfilling life plan possible.

Because here's the truth: if you give people a choice between dying and running out of money, you'd be surprised how many choose death. That's the fear I get to take off the table. My job is to make sure my clients never have to make that choice, so they can spend their years actually living them.

One of the leadership roles I'm most confident in is managing the entire customer experience from beginning to end.

When I meet with a homeowner, I'm not just there to design a closet. I personally measure the space, create the design, remove the old wire shelving, patch the holes, coordinate any painters or electricians, if needed, oversee the installation, and follow up afterward. My customers always know who they're working with.

My strength is managing my team. I enjoy creating systems, staying organized, and making sure everything runs efficiently. I like solving problems, planning ahead, and helping projects stay on track.

I am confident that I can work with a customer to understand their technology requirements and balance it against their budget and business strategy to deliver a customized solution based on our Deliberate DesignTM best practices. Our solutions are engineered to support their current IT needs as well as future needs to support planned business growth and provide reliable, scalable, and secure services as the customer's business continues to evolve over time. 

Follow up. When I get a referral, that referral will get an email, call or text from me no more than 48 hours after the introduction. 

if its not a three way introduction, I will ask the person giving me the referral if its ok for me to reach out to the referral directly then I do so. 

The business behavior I'm most confident about is bringing clarity to major financial decisions. Most people don't need more information, they need help understanding their options and the consequences of each choice.

A few examples:

- Borrower thought they could not afford a home. After walking them through the pre-approval process and available loan programs, they realized they could qualify for a mortgage. My role wasn't to sell a loan but inform, educate, and review options they did not know existed.

- Borrower thoughts they had to sell existing home frist to qualify for a new home. After walking them through a bridge loan strategy, they realized they could buy first and move on their timeline.

- Down Payment Assitance. Was able to secure a home loan for a borrower with bringing minimum cash to close. Borrower was waiting on sidelines thinking they are a year out but I showed them they did not have to wait.

I am confident in my ability to speak mortgages and relate to borrowers unique situations. 

I am most confident about building relationships when it comes to business behaviors. An example of that would be when I first came to this Y, I was informed on day 1 or 2 about a particular member that had a tendency to cause issues with our staff.  I had no idea what the member looke like and I was called to the forn to help with an upset member.  Low and behold, I was introduced and immediately recognized the name.  The member was clearly agitated and it became clear by watching the interaction what the problem was.  Neither side was listening and they were just causing more issues and frustration.  I stepped in, let the member speak, summarized it, repeated it, and validated the concern.  The member now has no issues, lost the reputation and stigma once held, and is even a member of our staff team now.   

I'm confident in the numbers. Not just running them, but making sure they're right before anyone makes a decision off them. I built my own acquisition calculator so every deal I touch gets the same institutional grade treatment, real SDE, real add backs, real debt service coverage, no guessing.

Example: A buyer was looking a deal where the seller's broker had listed monthly rent as an add back. On paper it looked like it boosted cash flow. But the lease was a third party, market rate lease. That rent isn't discretionary. It's a real cost the new owner pays regardless of who owns the business, so it was already sitting inside reported SDE. If I hadn't caught it, my buyer would have overpaid based on inflated cash flow. That's the behavior I lead with. I don't take anyone's numbers at face value, I verify them, and I use tools I've built myself to catch that stuff before it costs my client money.

As a Project Manager I am the lead for my client projects from the initial conversation all the way to completion. 

A business behavior I'm confident about is honesty. Whether my client has gotten a sign before or is completly green to the sigange process, they are hiring a signage expert, which means all my information has to be factual, upfront and honest. 

As a sign expert it is my duty to present everthing my client absolutely needs to know in order for their siganage project to go smoothly, be that permitting information, design challenges, or budgetary decisions. No surprieses and honest reccomendations helps put the client at ease an ensures we get it right the first time. 

When I first began my leadership journey, I often asked myself two questions: What is a leader, and what makes a good leader? I came across a quote by Simon Sinek that resonated with me and reminded me of the best leaders I have worked with: “Leadership is not about being in charge. Leadership is about taking care of those in your charge.”

As a leader, you are often required to balance multiple roles, responsibilities, and priorities. What all of my greatest leaders had in common was their commitment to prioritizing the growth and well-being of their teams above their own self-interest. They understood that leaders are responsible for building a strong culture, defining and communicating the organization's purpose, and providing the guidance needed for teams to develop confidence, demonstrate courage, and embrace change.

The business behavior I am most confident in is the level of service my team provides to our clients. I am equally confident in their willingness to embrace change and their ability to proactively advise clients when adjustments to their financial strategies may be necessary. By fostering a culture of trust, accountability, and continuous improvement, my goal is to ensure both my team and our clients are positioned for long-term success.