Juicy Work, 7200 Michael Place, Falls Church, VA (2026)

04/09/2026

Career highs and lows are like a roller coaster. When we stop labeling them as good or bad and instead see them as part of the ride, we manage them better. I try to treat the dips as learning opportunities. The lesson is not always obvious at first, but curiosity reveals it over time.

Early in my consulting career, I came off a steep climb, finishing two major projects at once, only to drop quickly into a trough with no pipeline or income. I had neglected business development. It took five months to rebuild. But that low gave me time to invest in training that reshaped my business and led to more fulfilling work. What felt like a downturn became a turning point.

Reflection is key. During the highs, when the view is great, ask why things are going well. It is not just talent. Market conditions, timing, and relationships all play a role. Capture what is working so you can recreate it.

During the lows, when the ride slows near the bottom, look for causes and lessons. What could you do differently? Who can offer perspective? Often, these stretches open doors you would not have considered otherwise.

No matter where you are on the ride, step back and reflect. That is how you turn every twist and turn into progress.

04/08/2026

Staying Focused

Clients complain that they feel no control of their day. They start the day with best intentions for what they want to accomplish and before they know it, their day is derailed by unplanned meetings, drop-ins, client calls, etc. The only way they feel they can get their work done is to take it home. Too many nights of that leads to burn-out. In working with my most focused clients, there are a few things that I have learned make all the difference.

Schedule time to do the work. Don’t just schedule the delivery date, also schedule time to plan, prepare, and review the work. Determine your most productive time of day and schedule then.

Minimize interruptions. Rather than allowing staff to pop in and out of your office schedule office hours. This will let people know when you’ll be free so they can wait until that time to talk with you.

Anticipate interruptions. Knowing that unexpected things will come up remember to build in contingency time. On the off chance that you don’t need it, you can get ahead of the game on your next project.

Leave your office. Find a conference room, go to the library or coffee shop. Away from your desk and potential distractions, it is easier to stay focused.

Prepare your mind. All the work you do to remove distractions won’t help if your mind is unfocused. A regular meditation practice can help quiet and focus your thoughts. A quick list of all the things on your mind or to-dos can get the thoughts on paper so they don’t intrude while you are working.

04/07/2026

Being Instead of Judging

It seems to me that we’re all judging machines, constantly assessing the good,
the bad, the useful, and the deficient. But there is a cost to all this judging.
Instead of being in the present, we are in our heads, deciding what we think
and how we should feel. And who is to say that we are good judges?

Judging sets up expectations and colors behavior. If I judge a new client as a
problem because she seems difficult to work with, I may subconsciously
(maybe even consciously) respond in ways that may actually cause problems
with her. And If I judge a client to be nice to work with, I may overlook aspects
that are not so nice, which undermines my effectiveness. By experiencing
without judging, I can be open to whatever my client presents to me.

Some events in my life that I judged as bad, like being laid off from a job I
loved, turned out to be not so bad after all. Getting laid off gave me insight
into change management and how to help others recover from setbacks.

Other events that I judged as good, like moving to California from
Massachusetts had downsides among the benefits. So now I do my best to
withhold judgment and appreciate being in the present.

04/02/2026

Become the Architect of Your Career

After starting in systems engineering, I realized part of me wasn’t fully engaged. Business school helped me discover a better fit in organizational development and leadership, which I explored through classes, projects, and hands on experience.

At Hewlett Packard, I learned there was no fixed ladder, only a career maze. That meant more freedom but also more responsibility to shape my own path. Over time, colleagues took very different directions, and I ultimately moved into coaching.

Designing your own career requires initiative and self-awareness. One client faced a choice between deepening her expertise or moving into management. The right answer was not about title or prestige, but about what truly energized her and aligned with her strengths and interests.

If you choose to chart your own path, be intentional. Build relationships, articulate your strengths clearly, keep your resume current, and stay open to new experiences that expand your skills. The more you understand what you do best and where you add value, the easier it is for others to see opportunities for you.

Your career will not shape itself. Take ownership and make thoughtful choices that move you in the direction you want to go.

What is one step you can take this week to more intentionally design your career?

04/01/2026

Invest in Yourself

When life gets busy, the things that energize us often fall away. One client realized he had stopped exercising and wasn’t feeling his best. When he recommitted to it, his energy returned. He shared this with his team and encouraged them to invest in themselves through exercise, reflection, learning new skills, or working with a coach.

Just as organizations need investment to grow, so do people. Doing the same things the same way leads to stagnation. Learning something new, even outside of work, can spark curiosity and renew your desire to improve.

Working with a coach or seeking feedback can provide fresh perspective and uncover blind spots that may be limiting your effectiveness. These insights often accelerate growth in ways you cannot achieve on your own.

Make investing in yourself a habit. Don’t wait for your organization to create opportunities. Be proactive, ask for what you need, and if necessary, invest in your own development.

03/31/2026

No One Wins the Blame Game

Too often, organizations think a problem is solved once someone is blamed or fired. It isn’t. The real issues remain, and when they resurface, someone new is held responsible. Over time, this creates a culture where people stay silent rather than risk being blamed.

A clear example is the Washington Metropolitan Area Transit Authority. Leaders repeatedly warned about safety and maintenance risks and requested funding and operational changes. The board declined. After a fatal accident, replacing leadership did nothing to fix the underlying problems.

Real progress came when Paul Wiedefeld insisted on addressing root causes, even when it meant tough decisions like reducing service, raising prices, and prioritizing safety.

Strong leaders create environments where mistakes are treated as learning opportunities, not reasons for blame. As Jack Welch once said after a costly error, “We just spent a lot of money educating him.”

When something goes wrong, focus on solving the problem, not assigning blame. That’s how organizations learn, improve, and avoid repeating the same mistakes.

03/26/2026

Giving feedback to a poor performer

Many managers struggle with how direct to be with underperformers. They don’t want to discourage someone, yet avoiding the truth denies that person the chance to improve or reassess whether they are in the right role.

Be clear and factual. For example, an employee may produce good work much of the time, but inconsistency makes them unreliable. When feedback doesn’t seem to land, it is often because it has been too subtle. Managers need to be willing to say what is actually happening and why it matters.

What helps:

- Clearly state what isn’t working and what is expected
- Use specific examples and measurable outcomes
- Put feedback in writing if conversations are not effective
- Ask the employee to summarize what they heard and outline next steps
- Be explicit about the consequences if performance does not improve

Avoid vague labels like “lazy.” Instead, say: “This role requires six cases per month. You’ve been completing three. You need to increase your output to remain in this role.”

Finally, deliver the message with sensitivity. Acknowledge effort where it exists, but do not dilute the need for change. Clear, specific feedback, delivered with respect, gives people the best chance to improve and succeed.

03/25/2026

Have you ever noticed that some people seem surrounded by a constant swirl
of drama? Are they just unlucky, or do they do something to attract the swirl? And
what’s the best way to avoid getting caught up in it?

Some people, it seems to me, are drawn to drama. They engage in office
gossip, read intrigue into simple conversations and even make stuff up.
Perhaps they’re bored at work and like to stir things up just for fun.

One way to dilute their impact is to focus on the positive. For example, when a coworker
asks, “What do you think about the organizational changes?” and his scowl
makes it clear what he thinks of it, don’t take the bait. Respond with a comment
that shuts down the drama. “Every change brings opportunity,” you might say,
adding, “I’m looking forward to what might come from the change.” In this way,
you aren’t adding fuel to the drama fire.

Other people create drama by reading ulterior motives into every innocent
comment or interaction. When a colleague told Darla Drama he was too busy
to go to lunch with her, she concluded he thought he was more important than
her and that she doesn’t have enough to do. Miffed, Darla made a snippy
remark, leaving her colleague puzzled. To nip this drama in the bud, the
colleague could acknowledge that Darla seems upset and ask her what is
going on. This gives Darla the opportunity to relinquish her conspiracy theory
and close the issue.

The best ways to dial down drama are to ignore it or address it constructively.
Under no circumstances should you feed it.

03/24/2026

Many clients say they hate public speaking, yet the ability to share ideas and vision is essential for career growth, visibility, and influence.

The first step is to stop giving fear power. Instead of “I hate public speaking,” try “I don’t enjoy it yet.” Then build confidence through gradual exposure. Start in low-risk settings such as friends, classes, or groups like Toastmasters. Practice often, ideally on topics you enjoy.

Most anxiety comes from fear of the audience or the content. If it’s the audience, meet a few attendees beforehand and focus on friendly faces during your talk. If it’s the content, preparation is key. Deep knowledge and practice reduce anxiety significantly.

Sometimes the fear is imagined. One executive I coached assumed presentations would go poorly, despite a strong track record. By revisiting past successes and visualizing positive outcomes, he shifted his mindset and delivered confidently.

Your mindset shapes your results. Program it with positive experiences, prepare thoroughly, and practice consistently. Confidence will follow.

03/19/2026

Should people speak up?

Many clients with toxic bosses consider reporting the problem to HR or senior leaders, but fear retaliation despite promises of confidentiality.

Rebecca reported a boss who bullied staff and favored men. An HR investigation confirmed the behavior, yet leadership took no action. Soon after, Rebecca was moved to a less visible role. Krista defended a colleague who was publicly berated, only to see the colleague reassigned and herself pushed to another assignment. Ken noticed coworkers who socialized with the boss getting promoted while he remained stuck, despite strong performance. Linda left a manager who blamed others for his failures and verbally attacked her when she resigned. When HR asked her to confirm his behavior, she declined, believing nothing would change.

Removing abusive managers is difficult when systems fail to act. Those who speak up often risk retaliation or stigma, while HR’s priority is protecting the organization. For many employees, the safest solution becomes finding another job rather than challenging a bad boss.

03/18/2026

A common complaint I hear from clients starting a new job is the embarrassment and hurt of accidentally barbequing a sacred cow or stepping on an organizational landmine. Longtime employees often know about these hazards but fail to warn newcomers, sometimes even steering them toward trouble.

Shortly after John joined his firm’s finance team, a coworker told him to ask Beth about a report. When he knocked on her door during the monthly close, she angrily yelled at him for interrupting. His colleagues, who knew better, laughed as he walked away embarrassed. After that, John stopped asking them for help.

Lauretta faced a different situation. During orientation she learned that “speaking truth to power” was a company value, and colleagues encouraged her to share feedback with the CEO. When she did, however, he reacted poorly and soon reassigned her to another location far from home. She decided it was safer to stay silent.

When we fail to warn new colleagues about these landmines, we damage trust and collaboration. Helping others succeed strengthens both relationships and the organization.

03/17/2026

Who would have thought that you need to build new leadership muscles? Read all about it in the March issue of Juicy Work News Newsletter. https://1l.ink/SL526NM

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