Venned Group Training & Development

Venned Group Training & Development We work with organizations and individuals on professional training and development initiatives

Most teams can already tell the difference between praise that means something and praise that fills the silence or offe...
05/25/2026

Most teams can already tell the difference between praise that means something and praise that fills the silence or offers a ‘just because I should’.

The praise that actually shifts behaviour is intentional, specific and useful for the person receiving it.

Overused generic praise rarely shifts anything in a meaningful way.

It quietly resets the bar your team uses to recognize what excellence looks like.

05/22/2026

Saying yes to an unrealistic deadline doesn’t make you look capable. It makes you look like you don’t understand what the work actually takes.

Especially if you won’t adjust the deadline when new info or constraints arise.

The leaders teams actually trust, say: this timeline doesn’t work, here’s why, here’s what we can do instead.

05/20/2026

The culture you’re building is determined by how you handle the moment when new information surfaces, not by whether you hit every deadline.

If your team sees you adjust the plan when the facts change, they’ll learn that honesty about what’s realistic matters more than pretending everything’s fine.

If they see you commit and then go silent while everyone scrambles, they’ll learn to do the same.

This is your sign to make the call while there’s still time to deliver something you’re proud of.

Once you’ve committed to a timeline, once leadership has told stakeholders the date, once the team has started executing...
05/19/2026

Once you’ve committed to a timeline, once leadership has told stakeholders the date, once the team has started executing, you still have a choice.

You can keep going and hope the timeline works out. Or you can use the new information you have now to make a better call.

Most teams treat committed timelines like they’re locked. Once the train leaves the station, you can’t change course. Except you can. You just have to be willing to own the adjustment.

The hard part is believing you have the authority to say it out loud before everything derails.
Your team already knows what’s realistic. They’re waiting for you to make the call while there’s still time to get it done right.

05/15/2026

Your team already knows what should come off the list. They’re waiting for you to make the call... so do it already!

(bonus points if you can hear the Toronto sirens in the background)

05/14/2026

Most teams are carrying work that died six months ago but nobody bothered to bury it.

In your next team meeting: ‘Who’s waiting for this? Who will follow up if we don’t deliver it?’ If the answer is nobody, or if it’s a person who left three months ago, that work is already dead.

Take it off the tracker. If someone actually needs it, they’ll ask. Stop resuscitating work that nobody’s waiting for.

Comment ‘priorities’ to get my prioritization cheat sheet.
vennedgroup

You know what should be removed from the list.You know what’s low-impact, what’s stuck, what’s eating time without movin...
05/11/2026

You know what should be removed from the list.

You know what’s low-impact, what’s stuck, what’s eating time without moving anything forward.

You’ve probably known for weeks…
The issue is that you feel no one’s giving you permission to stop doing it.
So it all stays on the tracker, and everything gets labelled a priority.
The team keeps juggling work that doesn’t need to happen while the work that does gets squeezed into the margins.

Being strategic means deciding what you’re not going to do so you can do the things that matter without running your team into the ground.

If your tracker is full and your team is underwater, you haven’t made the call on what stops.

05/08/2026

If you’re a leader navigating shifts in culture, workplace norms and multigenerational ways of working, this needs to be your next read!

Comment “workplace” or check my bio to get a link to order!

05/06/2026

Gallup’s 2026 data says two-thirds of the global workforce is struggling or suffering. Most leaders responded by adding more tools to the stack, more metrics to the dashboard, or more ways to measure output.

None of that touches the actual problem. When people stop finding the work worth doing, no amount of performance tracking tells you why, and it definitely won’t fix it.

The leaders whose teams thrive are the ones who got curious about that question before it became a retention issue.

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