January 7, 2026 • 24 mins
Most leaders start the new year by setting goals.
Strong leaders start by deciding what needs to stop.
In this episode, I break down how I use the Stop, Start, Continue method as a leadership reset, not a reflection exercise, and how pairing it with defined Core Leadership Pillars creates clarity, focus, and real capacity before annual planning begins.
This is a framework I’ve used year after year in my own leadership and with business owners and team leaders who want sustainable growth without burnout.
1:1 leadership development and advisory experience, designed for real implementation, for business owners who want more capacity, stronger structure, and a clear path to bringing on support the right way.
If that resonates, you can learn more at https://go.cignalpartners.com/leadershipshift
Ready to close the gap between goals and results?
For a clear and consistent way to lead your business, download the free GAP Guide.
Grab the download 👉🏾 https://go.cignalpartners.com/gap
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If this episode resonated, share it with a leader who needs it or leave a review to help more leaders find these conversations.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:05):
Hello and welcome back to the Leveraging
Operations and LeadershipPodcast.
I am your host, Tanya Harrison,and I want to say Happy New Year
because it is now at the time ofthat I'm recording this, it is
the first week of January 2026.
So happy new year to you.
(00:27):
This is a great time to talkabout this specific topic that I
want to share.
And this is a smarter way toplan for the new year.
This is for you as a leader andyour team, if you have a team.
As a new year begins, I know alot of leaders feel pressured to
(00:49):
set goals and reset habits andcome back stronger and better
than before.
The 2.0, 3.0, 4.0 version.
And while goal setting has itsplace and it is extremely
important, here's the truth mostpeople avoid.
Most goals don't fail justbecause of a lack of motivation.
(01:14):
They fail because sometimeswe're trying to do too much.
They fail because leaders carryforward the same patterns,
decisions, and systems thatcreated the pressure in the
first place.
So we are literally trying to doall of the things that we did
before and then add somethingelse on top of it.
(01:44):
They are extremely important.
I've done mine.
But we're starting with thestop, start, continue method,
but through a leadership lens,and using what I call the
leadership core pillars.
I also use this for in mypersonal life, and I have
(02:08):
different pillars that I use forthat, but this is what I do
every single year.
And I just told someone todaythat I was going to start doing
it quarterly for my business.
It's one of the most effectiveways I know to create clarity,
(02:31):
capacity, and focus beforeplanning the year ahead.
Because, like I said before,when we're doing annual
planning, we're usually addingstuff.
We're not evaluating otherthings.
So most people that use thestop, start, continue, they use
it as a loose reflectionexercise, which it can be used
(02:53):
that way, which initially, whenit was introduced to me, that's
how it was introduced.
So you you literally think aboutwhat should I stop doing?
What should I start doing?
What should I continue doing?
And I find that what happens issometimes that could be a little
overwhelming because it's likeall of these areas, and we're
(03:16):
not focused on a specific thing.
And also usually what happens iswe only reflect on what's the
loudest in our mind or whatrecently happened, or if we're
emotionally charged bysomething.
So there are some things that wedon't really consider.
(03:37):
And that's why I use the definedleadership pillars, which are
the pillars that I use in mylead ops program.
That program is specifically forleaders that are leading teams
of two or more, and we walkthrough all of the different
pillars, and I help you toimplement leadership and
(03:58):
operational systems so that youincrease capacity, but also that
so that you build ahigh-performing team.
And these leadership pillars,they're going to give your
reflection boundaries.
So you have some specific areasthat you are zoned in on.
(04:20):
You can also add to thistakeaway from it, but they help
you to see patterns and thenyou're able to turn that insight
into decisions.
So here are the areas that we'regoing to walk through.
The first one is principles,planning, people, processes, and
(04:41):
platforms, performance, andpositioning.
These are the pillars that wewalk through.
I'll explain a little bit abouteach pillar, and then I want to
give you some examples ofprompts that I use.
And again, of course, you createyour own, you add to it and make
(05:02):
it yours.
But I want to make sure that youhave a starting point.
The first pillar is principles,and this is first for a good
reason, right?
This is about your values,integrity, boundaries, and
decision filters.
And when you're thinking throughthe stop, start continue
(05:24):
prompts, some examples of thingsthat you want to think about is
what am I doing out ofobligation instead of alignment?
And this has been real big forme.
But also, what behaviors ordecisions am I tolerating that
no longer align with my values?
(05:47):
And this is something that youwant to take your time and think
through.
I feel like this principlesection is like the biggest one
because you have to go deepbecause now you are thinking
about what it is that I value.
What is it that is important tome?
And am I allowing some thingsthat are in conflict with that?
(06:12):
And you may literally find thatyou are.
I did as well, right?
So, you know, one of the thingsthat I value is spending time
with God.
And I realized that I was givingGod the leftovers, and I wanted
to give the first fruits becausethat's how important it is to
(06:34):
me.
The first part of my day shouldbe dedicated to God, and that
was a realization that hey, Isay I value these things, I say
that this is important to me,but yet I was putting it on a
back burner at the end of theday with the leftover energy,
and then I'm trying to rushthrough it and all of the
things.
So I want you to really taketime and go through this.
(06:56):
All of the pillars areimportant, but this right here,
this is talking about who youare at the core.
When we're talking about thestart prompt, think about what
boundaries need to be clearerthis year, right?
Because there could be thingsthat you are allowing that you
should not be allowing.
What decisions do I need tostart filtering through my
(07:17):
values instead of urgency?
And I'm gonna get the movingbecause if not, we're gonna be
here too long.
Continue prompts.
What leadership behaviorsconsistently reflect who I want
to be?
And those are the things thatI'm gonna continue.
What value-based practices needprotection?
(07:41):
If principles are unclear,everything else becomes
reactive.
This pillar is going to be yourmain pillar because this is your
north star.
This is your direction, this iswho you are.
Take time, and I want you totake time as you go through all
of the pillars, but for thisone, I want you to take a little
(08:03):
extra time and really thinkabout it.
The second pillar is planning,and this is about priorities,
goals, and capacity alignment.
When it comes to the start,stop, continue prompts.
Think about what goals orcommitments no longer make
sense.
Sometimes we hold on to thingsout of habits.
What planning habits arecreating pressure instead of
(08:26):
clarity?
And those are the things that Iwant to stop.
A start prompt is what needs tobecome a true priority, not just
a good idea.
Another prompt for start is whatplanning rhythms would help me
lead more intentional.
Maybe it's not a yearlyplanning, maybe it is a
(08:50):
quarterly planning that you wantto implement.
Think about what makes sense toyou and your goals as a leader.
Continue prompts.
What planning practices arehelping me stay focused and
grounded?
Those are the things you want tocontinue.
What decision frameworks areworking?
(09:13):
So planning without subtractionleads to overload.
This that's always going tohappen.
So you have to identify thosestop themes.
Pillar number three, people.
And this applies whether you'releading a team or preparing to
lead a team.
But think about the people thatyou lead or have relationships
(09:34):
with that people that may bedependent upon you.
This could be customers.
If you don't have a team, thiscould literally be your
customers.
But you know, a lot of times youwant to think about you, you
want to think about yourself andyou want to think about your
team, and it could be peers thatyou include in this section as
well.
(09:54):
When we think through the stop,start continue prompts.
The stop prompts are what roles,expectations, or behaviors am I
allowing that create confusionor conflict.
Sometimes in leadership, we keepon people because they do a
(10:16):
great job, but they have theworst attitude.
And that creates a problemwithin the team.
There may be some things thatyou're allowing that you don't
need to allow.
Another stop prompt is where amI carrying responsibilities that
shouldn't be mine?
If you are a leader, are therethings that you're doing that
(10:38):
should be delegated, outsourced,automated, whatever that looks
like?
Start prompts.
What conversations about roles,ownership, or development need
to happen?
Where do I need to start leadingmore clearly instead of filling
(10:59):
gaps?
Continue prompts.
What leadership habits arebuilding trust and
accountability?
What people practices areactually working.
So think about it.
Is it the one-on-ones that aredoing something?
Is it the weekly stand-upmeetings?
(11:19):
People fail in ambiguity.
So you need clarity when we'retalking about people and leading
teens.
Pillar number four is processesand platforms.
And this is about how workactually gets done.
So you'll hear me talk aboutthis a lot because this falls
(11:40):
under the operational piece.
But as a leader, that'ssomething that we have to
manage.
Going through the stop, start,continue prompts, stop.
What processes are inefficient,outdated, or unnecessary?
And what tools are addingfriction instead of clarity?
And this is where you want to gothrough and do an assessment.
(12:03):
Think back to things that yourteam has said or you've
identified.
And we got to get out of thehabit of just doing things just
because.
Start prompts.
What systems need to besimplified or documented?
What workflows would reducerework or decision fatigue?
(12:23):
All right.
Continue prompts.
What processes consistentlysupport focus and follow
through?
Those are the things that we'regoing to continue to do.
What tools are helping, not justexisting?
(13:26):
Going back and evaluating yourtools is extremely important
because, again, sometimes we getused to just using a tool, but
is it effective?
Is it outdated?
Is there another version of itthat we need to implement?
All of these things matter.
So this pillar is where leadersreclaim time and energy.
(13:47):
When you get those things rightand you include them in your
plans for the year, it's sohelpful.
Pillar number five isperformance.
This is about metrics,accountabilities, and results.
Start, stop, start, continueprompts, stop.
(14:09):
What metrics am I trackingtracking that don't actually
drive decisions?
I re-evaluate the metrics that Itrack every year.
And sometimes I realize I'mtracking something and it is no
benefit.
There is no benefit.
So I'm gonna stop doing that.
Um another stop prompt.
(14:31):
What accountability gaps am Iavoiding?
It's important for we for us tohold ourselves accountable, but
also to hold your teamaccountable as well.
And sometimes to hold yourclients accountable.
Think about that.
Start prompts.
What results actually matterthis year?
(14:55):
What expectations need to beclear?
Continue prompts.
What performance habits areproducing consistent results?
What accountability rhythms areworking?
Performance isn't aboutpressure, it's about clarity.
(15:18):
Pillar number six, positioning.
This pillar looks outward.
Thinking about how we arepositioned as a leader, and if
you are a business owner, howyou are positioned as a
business.
Stop, start, continue prompts.
(15:39):
What positioning decisions arebased on we've always done it
that way, or I've always done itthat way.
For my individual contributorsthat are going to be leading
teams, I want you to think aboutwhat positioning needs to change
(16:04):
as you go from I to we.
When you're an individualcontributor, you talk a lot
about yourself.
When you have a team, you talk alot about your team.
So what are some of the thingsthat you need to stop doing?
There's a different way ofthinking when it's you versus a
(16:25):
team.
So even if you don't have ateam, if you are positioning
yourself to have a team, thenyou need to start thinking about
what is going to lookdifferently.
So what are the things that Ineed to stop doing?
And then as we roll into thestart, you're going to think
about what are the things thatyou need to start doing.
For my business owners, you'regoing to think about what
(16:48):
offers, messages, or markets areno longer valid.
For start prompts, what claritydoes the market or stakeholders
need from me?
So if you are a business owner,this is important.
But if you are working in anorganization, you need to think
(17:09):
about the people that you arereporting to.
What things that do they needfrom you?
What do they need to feelconfident and secure in you and
your abilities and your team'sabilities?
What needs to be simplified orsharpened?
Continue prompts.
(17:30):
What aspects of our positioningconsistently resonate?
This was a big one when Imanaged a team back in
corporate.
Because when you get yourpositioning right for you and
your team, a lot of doors openup.
Right?
You're no longer being secondguest when you ask for something
(17:54):
because they already know youand your team are going to make
it happen.
When you know, um you end uphaving this department that
everybody wants to come to.
So you never have to worry abouthaving positions open too long.
Continue prompts.
What strengths should remainfront and center?
(18:18):
Growth without positioning leadsto confusion internally and
externally.
Right?
So when we're talking aboutposition, positioning is you're
putting yourself out there.
Think about your stop, start,continue prompts that you need
for that.
Once you go through this, andand like I said, you can use the
(18:41):
prompts that I've provided, oryou can create your own or add
to it.
When you complete the stop,start continue across these
pillars, you don't just reflect,you actually create inputs for
planning.
You stop planning from overloadand overwhelm, and you start
planning from alignment andcapacity, and you continue what
(19:07):
actually works.
This is why I always say annualplanning without subtraction
leads to burnout.
Yearly planning withoutsubtraction leads to burnout.
You can't keep adding on, addingon, adding on.
Leadership clarity createscapacity.
(19:29):
Once you get clear on somethings, you are automatically
going to start to createcapacity because you're going to
stop doing things that are nolonger in alignment.
You're going to start doing thethings that you need to do and
you're going to continue doingthe things that are already
working.
Now, this framework is greatfrom a leadership perspective.
But when this was firstintroduced to me, we were using
(19:51):
it from a team perspective,where we would meet with our
teams and we would talk throughstop, start, continue.
But one of the things that Irecommend is using defined
pillars, right?
Thinking about across your teamwhat are some of the things that
are extremely important to youand your team.
When you use this with yourteam, the feedback becomes
(20:14):
constructive, is not emotional.
And then you are able to seepatterns that surface quickly.
Your team is going to start totrust you when you actually act
on what they hear.
So you're giving them anopportunity to bring things to
the table and they see you doingsomething about it, that creates
(20:36):
more trust.
But this only works when leadersare willing to change, too.
Like, right?
Like you're not gonna do it andthen.
Nothing changes.
Like if your if one of thethings that comes back from the
team is that they talk about howineffective a process is or
ineffective a meeting is, thenyou want to at least evaluate
(20:59):
that and either eliminateeliminate it if it's not needed.
So you want to stop, or you mayneed to tweak it, but something
needs to happen, right?
So you are at least addressingit.
And if most of your team feelsthe same way, there's probably
something there that you reallyneed to look into.
(21:19):
I would look into it one way oranother.
Stop, start, continue, buildspsychological safety when people
see movement, not just meetings.
They're actually seeing thatyou're taking action on some of
the things that they brought up.
It is extremely helpful when itcomes to teen.
And then if you're doing it fromjust a personal perspective,
(21:42):
that is extremely helpful aswell.
So I have pillars that I use forfrom a personal perspective
where I'm focusing more on faithand fitness and things like
that.
But come up with those differentkey areas that are extremely
important.
I gave you some from aleadership perspective, but you
(22:02):
may want some from a teamperspective, kind of looking at
your team and what is importantagain to you and them, and
coming up with those key pillarsand walking them through it.
And I feel that that it is Irealized that it was extremely
beneficial when I was incorporate, and I find it
(22:23):
beneficial today.
So um, so before you set anothergo, before you add another
initiative, before you pushharder, ask yourself what needs
to stop so that this year canactually be different, even if
(22:44):
you don't get to thestart-continue piece.
Do the stop piece.
I don't recommend doing part ofa method, but the stop piece is
just that valuable and importantthat you are already going to be
ahead if you at least do thatpiece.
(23:06):
So, what needs to stop so thatthis year can actually be
different?
And again, use the P pillarswhen we're talking about
leadership.
Use the stop, start, andcontinue and make decisions that
protect your capacity, not justyour calendar, and decisions
that protect your energy.
(23:26):
That is it.
Thank you for listening.
Feel free to leave me a messageif this resonated with you, or
if you have any questions, youcan always use the text option
on Apple and also share thiswith other people, other leaders
that would benefit from ourpodcast.
(23:48):
All right, and definitely giveus a five star review and leave
a comment if you feel compelledto do so.
Thank you in advance, and I willtalk to you next week.
Hello and welcome back to the Leveraging
Operations and LeadershipPodcast.
I am your host, Tanya Harrison,and I want to say Happy New Year
because it is now at the time ofthat I'm recording this, it is
the first week of January 2026.
So happy new year to you.
(00:27):
This is a great time to talkabout this specific topic that I
want to share.
And this is a smarter way toplan for the new year.
This is for you as a leader andyour team, if you have a team.
As a new year begins, I know alot of leaders feel pressured to
(00:49):
set goals and reset habits andcome back stronger and better
than before.
The 2.0, 3.0, 4.0 version.
And while goal setting has itsplace and it is extremely
important, here's the truth mostpeople avoid.
Most goals don't fail justbecause of a lack of motivation.
(01:14):
They fail because sometimeswe're trying to do too much.
They fail because leaders carryforward the same patterns,
decisions, and systems thatcreated the pressure in the
first place.
So we are literally trying to doall of the things that we did
before and then add somethingelse on top of it.
(01:44):
They are extremely important.
I've done mine.
But we're starting with thestop, start, continue method,
but through a leadership lens,and using what I call the
leadership core pillars.
I also use this for in mypersonal life, and I have
(02:08):
different pillars that I use forthat, but this is what I do
every single year.
And I just told someone todaythat I was going to start doing
it quarterly for my business.
It's one of the most effectiveways I know to create clarity,
(02:31):
capacity, and focus beforeplanning the year ahead.
Because, like I said before,when we're doing annual
planning, we're usually addingstuff.
We're not evaluating otherthings.
So most people that use thestop, start, continue, they use
it as a loose reflectionexercise, which it can be used
(02:53):
that way, which initially, whenit was introduced to me, that's
how it was introduced.
So you you literally think aboutwhat should I stop doing?
What should I start doing?
What should I continue doing?
And I find that what happens issometimes that could be a little
overwhelming because it's likeall of these areas, and we're
(03:16):
not focused on a specific thing.
And also usually what happens iswe only reflect on what's the
loudest in our mind or whatrecently happened, or if we're
emotionally charged bysomething.
So there are some things that wedon't really consider.
(03:37):
And that's why I use the definedleadership pillars, which are
the pillars that I use in mylead ops program.
That program is specifically forleaders that are leading teams
of two or more, and we walkthrough all of the different
pillars, and I help you toimplement leadership and
(03:58):
operational systems so that youincrease capacity, but also that
so that you build ahigh-performing team.
And these leadership pillars,they're going to give your
reflection boundaries.
So you have some specific areasthat you are zoned in on.
(04:20):
You can also add to thistakeaway from it, but they help
you to see patterns and thenyou're able to turn that insight
into decisions.
So here are the areas that we'regoing to walk through.
The first one is principles,planning, people, processes, and
(04:41):
platforms, performance, andpositioning.
These are the pillars that wewalk through.
I'll explain a little bit abouteach pillar, and then I want to
give you some examples ofprompts that I use.
And again, of course, you createyour own, you add to it and make
(05:02):
it yours.
But I want to make sure that youhave a starting point.
The first pillar is principles,and this is first for a good
reason, right?
This is about your values,integrity, boundaries, and
decision filters.
And when you're thinking throughthe stop, start continue
(05:24):
prompts, some examples of thingsthat you want to think about is
what am I doing out ofobligation instead of alignment?
And this has been real big forme.
But also, what behaviors ordecisions am I tolerating that
no longer align with my values?
(05:47):
And this is something that youwant to take your time and think
through.
I feel like this principlesection is like the biggest one
because you have to go deepbecause now you are thinking
about what it is that I value.
What is it that is important tome?
And am I allowing some thingsthat are in conflict with that?
(06:12):
And you may literally find thatyou are.
I did as well, right?
So, you know, one of the thingsthat I value is spending time
with God.
And I realized that I was givingGod the leftovers, and I wanted
to give the first fruits becausethat's how important it is to
(06:34):
me.
The first part of my day shouldbe dedicated to God, and that
was a realization that hey, Isay I value these things, I say
that this is important to me,but yet I was putting it on a
back burner at the end of theday with the leftover energy,
and then I'm trying to rushthrough it and all of the
things.
So I want you to really taketime and go through this.
(06:56):
All of the pillars areimportant, but this right here,
this is talking about who youare at the core.
When we're talking about thestart prompt, think about what
boundaries need to be clearerthis year, right?
Because there could be thingsthat you are allowing that you
should not be allowing.
What decisions do I need tostart filtering through my
(07:17):
values instead of urgency?
And I'm gonna get the movingbecause if not, we're gonna be
here too long.
Continue prompts.
What leadership behaviorsconsistently reflect who I want
to be?
And those are the things thatI'm gonna continue.
What value-based practices needprotection?
(07:41):
If principles are unclear,everything else becomes
reactive.
This pillar is going to be yourmain pillar because this is your
north star.
This is your direction, this iswho you are.
Take time, and I want you totake time as you go through all
of the pillars, but for thisone, I want you to take a little
(08:03):
extra time and really thinkabout it.
The second pillar is planning,and this is about priorities,
goals, and capacity alignment.
When it comes to the start,stop, continue prompts.
Think about what goals orcommitments no longer make
sense.
Sometimes we hold on to thingsout of habits.
What planning habits arecreating pressure instead of
(08:26):
clarity?
And those are the things that Iwant to stop.
A start prompt is what needs tobecome a true priority, not just
a good idea.
Another prompt for start is whatplanning rhythms would help me
lead more intentional.
Maybe it's not a yearlyplanning, maybe it is a
(08:50):
quarterly planning that you wantto implement.
Think about what makes sense toyou and your goals as a leader.
Continue prompts.
What planning practices arehelping me stay focused and
grounded?
Those are the things you want tocontinue.
What decision frameworks areworking?
(09:13):
So planning without subtractionleads to overload.
This that's always going tohappen.
So you have to identify thosestop themes.
Pillar number three, people.
And this applies whether you'releading a team or preparing to
lead a team.
But think about the people thatyou lead or have relationships
(09:34):
with that people that may bedependent upon you.
This could be customers.
If you don't have a team, thiscould literally be your
customers.
But you know, a lot of times youwant to think about you, you
want to think about yourself andyou want to think about your
team, and it could be peers thatyou include in this section as
well.
(09:54):
When we think through the stop,start continue prompts.
The stop prompts are what roles,expectations, or behaviors am I
allowing that create confusionor conflict.
Sometimes in leadership, we keepon people because they do a
(10:16):
great job, but they have theworst attitude.
And that creates a problemwithin the team.
There may be some things thatyou're allowing that you don't
need to allow.
Another stop prompt is where amI carrying responsibilities that
shouldn't be mine?
If you are a leader, are therethings that you're doing that
(10:38):
should be delegated, outsourced,automated, whatever that looks
like?
Start prompts.
What conversations about roles,ownership, or development need
to happen?
Where do I need to start leadingmore clearly instead of filling
(10:59):
gaps?
Continue prompts.
What leadership habits arebuilding trust and
accountability?
What people practices areactually working.
So think about it.
Is it the one-on-ones that aredoing something?
Is it the weekly stand-upmeetings?
(11:19):
People fail in ambiguity.
So you need clarity when we'retalking about people and leading
teens.
Pillar number four is processesand platforms.
And this is about how workactually gets done.
So you'll hear me talk aboutthis a lot because this falls
(11:40):
under the operational piece.
But as a leader, that'ssomething that we have to
manage.
Going through the stop, start,continue prompts, stop.
What processes are inefficient,outdated, or unnecessary?
And what tools are addingfriction instead of clarity?
And this is where you want to gothrough and do an assessment.
(12:03):
Think back to things that yourteam has said or you've
identified.
And we got to get out of thehabit of just doing things just
because.
Start prompts.
What systems need to besimplified or documented?
What workflows would reducerework or decision fatigue?
(12:23):
All right.
Continue prompts.
What processes consistentlysupport focus and follow
through?
Those are the things that we'regoing to continue to do.
What tools are helping, not justexisting?
(13:26):
Going back and evaluating yourtools is extremely important
because, again, sometimes we getused to just using a tool, but
is it effective?
Is it outdated?
Is there another version of itthat we need to implement?
All of these things matter.
So this pillar is where leadersreclaim time and energy.
(13:47):
When you get those things rightand you include them in your
plans for the year, it's sohelpful.
Pillar number five isperformance.
This is about metrics,accountabilities, and results.
Start, stop, start, continueprompts, stop.
(14:09):
What metrics am I trackingtracking that don't actually
drive decisions?
I re-evaluate the metrics that Itrack every year.
And sometimes I realize I'mtracking something and it is no
benefit.
There is no benefit.
So I'm gonna stop doing that.
Um another stop prompt.
(14:31):
What accountability gaps am Iavoiding?
It's important for we for us tohold ourselves accountable, but
also to hold your teamaccountable as well.
And sometimes to hold yourclients accountable.
Think about that.
Start prompts.
What results actually matterthis year?
(14:55):
What expectations need to beclear?
Continue prompts.
What performance habits areproducing consistent results?
What accountability rhythms areworking?
Performance isn't aboutpressure, it's about clarity.
(15:18):
Pillar number six, positioning.
This pillar looks outward.
Thinking about how we arepositioned as a leader, and if
you are a business owner, howyou are positioned as a
business.
Stop, start, continue prompts.
(15:39):
What positioning decisions arebased on we've always done it
that way, or I've always done itthat way.
For my individual contributorsthat are going to be leading
teams, I want you to think aboutwhat positioning needs to change
(16:04):
as you go from I to we.
When you're an individualcontributor, you talk a lot
about yourself.
When you have a team, you talk alot about your team.
So what are some of the thingsthat you need to stop doing?
There's a different way ofthinking when it's you versus a
(16:25):
team.
So even if you don't have ateam, if you are positioning
yourself to have a team, thenyou need to start thinking about
what is going to lookdifferently.
So what are the things that Ineed to stop doing?
And then as we roll into thestart, you're going to think
about what are the things thatyou need to start doing.
For my business owners, you'regoing to think about what
(16:48):
offers, messages, or markets areno longer valid.
For start prompts, what claritydoes the market or stakeholders
need from me?
So if you are a business owner,this is important.
But if you are working in anorganization, you need to think
(17:09):
about the people that you arereporting to.
What things that do they needfrom you?
What do they need to feelconfident and secure in you and
your abilities and your team'sabilities?
What needs to be simplified orsharpened?
Continue prompts.
(17:30):
What aspects of our positioningconsistently resonate?
This was a big one when Imanaged a team back in
corporate.
Because when you get yourpositioning right for you and
your team, a lot of doors openup.
Right?
You're no longer being secondguest when you ask for something
(17:54):
because they already know youand your team are going to make
it happen.
When you know, um you end uphaving this department that
everybody wants to come to.
So you never have to worry abouthaving positions open too long.
Continue prompts.
What strengths should remainfront and center?
(18:18):
Growth without positioning leadsto confusion internally and
externally.
Right?
So when we're talking aboutposition, positioning is you're
putting yourself out there.
Think about your stop, start,continue prompts that you need
for that.
Once you go through this, andand like I said, you can use the
(18:41):
prompts that I've provided, oryou can create your own or add
to it.
When you complete the stop,start continue across these
pillars, you don't just reflect,you actually create inputs for
planning.
You stop planning from overloadand overwhelm, and you start
planning from alignment andcapacity, and you continue what
(19:07):
actually works.
This is why I always say annualplanning without subtraction
leads to burnout.
Yearly planning withoutsubtraction leads to burnout.
You can't keep adding on, addingon, adding on.
Leadership clarity createscapacity.
(19:29):
Once you get clear on somethings, you are automatically
going to start to createcapacity because you're going to
stop doing things that are nolonger in alignment.
You're going to start doing thethings that you need to do and
you're going to continue doingthe things that are already
working.
Now, this framework is greatfrom a leadership perspective.
But when this was firstintroduced to me, we were using
(19:51):
it from a team perspective,where we would meet with our
teams and we would talk throughstop, start, continue.
But one of the things that Irecommend is using defined
pillars, right?
Thinking about across your teamwhat are some of the things that
are extremely important to youand your team.
When you use this with yourteam, the feedback becomes
(20:14):
constructive, is not emotional.
And then you are able to seepatterns that surface quickly.
Your team is going to start totrust you when you actually act
on what they hear.
So you're giving them anopportunity to bring things to
the table and they see you doingsomething about it, that creates
(20:36):
more trust.
But this only works when leadersare willing to change, too.
Like, right?
Like you're not gonna do it andthen.
Nothing changes.
Like if your if one of thethings that comes back from the
team is that they talk about howineffective a process is or
ineffective a meeting is, thenyou want to at least evaluate
(20:59):
that and either eliminateeliminate it if it's not needed.
So you want to stop, or you mayneed to tweak it, but something
needs to happen, right?
So you are at least addressingit.
And if most of your team feelsthe same way, there's probably
something there that you reallyneed to look into.
(21:19):
I would look into it one way oranother.
Stop, start, continue, buildspsychological safety when people
see movement, not just meetings.
They're actually seeing thatyou're taking action on some of
the things that they brought up.
It is extremely helpful when itcomes to teen.
And then if you're doing it fromjust a personal perspective,
(21:42):
that is extremely helpful aswell.
So I have pillars that I use forfrom a personal perspective
where I'm focusing more on faithand fitness and things like
that.
But come up with those differentkey areas that are extremely
important.
I gave you some from aleadership perspective, but you
(22:02):
may want some from a teamperspective, kind of looking at
your team and what is importantagain to you and them, and
coming up with those key pillarsand walking them through it.
And I feel that that it is Irealized that it was extremely
beneficial when I was incorporate, and I find it
(22:23):
beneficial today.
So um, so before you set anothergo, before you add another
initiative, before you pushharder, ask yourself what needs
to stop so that this year canactually be different, even if
(22:44):
you don't get to thestart-continue piece.
Do the stop piece.
I don't recommend doing part ofa method, but the stop piece is
just that valuable and importantthat you are already going to be
ahead if you at least do thatpiece.
(23:06):
So, what needs to stop so thatthis year can actually be
different?
And again, use the P pillarswhen we're talking about
leadership.
Use the stop, start, andcontinue and make decisions that
protect your capacity, not justyour calendar, and decisions
that protect your energy.
(23:26):
That is it.
Thank you for listening.
Feel free to leave me a messageif this resonated with you, or
if you have any questions, youcan always use the text option
on Apple and also share thiswith other people, other leaders
that would benefit from ourpodcast.
(23:48):
All right, and definitely giveus a five star review and leave
a comment if you feel compelledto do so.
Thank you in advance, and I willtalk to you next week.
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