Bring Your A Game Business/Life Coach

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I help ambitious women professionals and entrepreneurs gain clarity, elevate their executive presence, grow profitable businesses, and transition from employee to full-time entrepreneur with confidence, strategy and purpose.

If you want to grow in your organization, you have to become comfortable with something that may feel uncomfortable:Cons...
09/29/2026

If you want to grow in your organization, you have to become comfortable with something that may feel uncomfortable:

Constructive criticism.

Sometimes, especially when you have performed well for a long time, receiving negative feedback can feel personal. Maybe you have never had someone complain about you before. Maybe you have always received strong evaluations. Maybe this is the first time someone has questioned your approach, communication style, decision-making, or performance.

That does not automatically mean you are failing.

It may simply mean you have reached a place where your growth requires a different level of self-awareness.

As responsibilities increase, so does visibility. More people experience your leadership, your communication, your decisions, and your work. And with greater exposure comes more feedback.

Not all feedback will be delivered perfectly. Not all feedback will be accurate. And you certainly do not have to accept every opinion as truth.

But mature professionals learn to ask:

“Is there something here that can help me grow?”

That question can change your career.

If our immediate response to criticism is defensiveness, justification, or explaining why everyone else is wrong, we may miss an opportunity to see something about ourselves that we could not see on our own.

None of us is perfect.

Every leader has blind spots.
Every professional has areas that need refinement.
Every person has behaviors, habits, or communication styles that can evolve.

If no one ever corrects us, challenges us, or gives us another perspective, we can easily continue making the same mistakes while believing everything is fine.

Growth requires the humility to understand that being good at what you do does not mean there is nothing left to learn.

This extends far beyond the workplace.

Healthy relationships require feedback.
Leadership requires feedback.
Parenting requires feedback.
Friendships require feedback.
Personal development requires feedback.

The goal is not to become someone who never makes mistakes.

The goal is to become someone who can hear feedback, evaluate it objectively, make adjustments when necessary, and continue moving forward without allowing ego to interrupt evolution.

And if you are preparing for your next role, remember this:

The higher you go, the more important your ability to receive feedback becomes.

Future leadership is not just about proving what you already know.

Sometimes, it is about demonstrating that you are still willing to learn.

Feedback is not always a setback. Sometimes it is preparation for your next level.




Sometimes, as leaders, we become so focused on getting results that we forget to appreciate the people responsible for a...
09/21/2026

Sometimes, as leaders, we become so focused on getting results that we forget to appreciate the people responsible for achieving them.

Deadlines, goals, and performance metrics matter, but so do the people behind the numbers.

Leadership requires self-reflection. We must be willing to acknowledge when we have fallen short in offering sincere congratulations, meaningful recognition, or a simple “thank you.”

Some people are carrying battles we know nothing about. For them, showing up requires tremendous effort. Others may feel overwhelmed, discouraged, or exhausted, yet they have not quit. They continue to contribute, solve problems, support others, and give what they have.

That deserves to be recognized.

This is a reminder to myself first, and then to every leader: Show your team the appreciation you would want to receive.

Recognition should not only appear after a major win. Acknowledge the progress, persistence, small victories, and everyday excellence that keep the work moving forward.

People are more likely to remain committed to a mission when they know their contributions matter. Support and appreciation go much further when they are sincere, consistent, and credible.

Results may drive the business, but people drive the results.

Thank them. Recognize them. Remind them that their work matters.

I’ve been noticing something lately, particularly in sales organizations:Employees are being held accountable for poor p...
09/10/2026

I’ve been noticing something lately, particularly in sales organizations:

Employees are being held accountable for poor performance in roles they may have never been properly qualified or positioned to succeed in.

And sometimes, the performance issue didn’t start with the employee.

It started with the hiring decision.

You cannot consistently hire someone with little to no sales experience, place them into a role driven by revenue, targets, prospecting, conversion and growth, call it “relationship building,” and then be surprised when they approach the job like customer service.

To an experienced sales professional, relationship building is part of the sales cycle.

It means building trust, uncovering needs, creating value, overcoming objections, asking for commitment, closing opportunities and maintaining the relationship after the sale.

To someone who has never worked in sales, “relationship building” may simply mean being responsive, helpful and maintaining positive customer interactions.

Those are valuable skills.

But they are not enough to consistently hit a sales target.

This is where leadership accountability matters.

Before labeling someone a poor performer, leaders should ask:

• Did we hire someone whose skills actually aligned with the role?

• Were we transparent that this was a sales position with measurable sales expectations?

• Did the interview process require candidates to demonstrate prospecting, influencing, negotiating or closing ability?

• Did we provide real sales training, coaching and tools?

• Did we hire based on potential without creating the development structure necessary to turn that potential into performance?

A bad hire does not necessarily mean you hired a bad employee.

Sometimes it means the organization placed a capable person in the wrong seat.

Performance management should absolutely include employee accountability.

But leadership accountability has to be part of that conversation too.

Because if several employees continue struggling with the same expectations, eventually we have to stop asking only, “Why aren’t they performing?”

And start asking:

Who designed the role, who hired for it, and did we actually hire for the skills required to succeed?

The right person in the wrong role will still look like the wrong person.

Leadership is not only about holding people accountable for results.

It is also about taking accountability for the systems, hiring decisions and expectations that made those results possible—or impossible.

An interview should never feel like you’re walking into a room hoping they ask the questions you prepared for.Preparatio...
09/02/2026

An interview should never feel like you’re walking into a room hoping they ask the questions you prepared for.

Preparation is bigger than rehearsing answers.

Before the interview, research the organization. Understand what they do, who they serve, their mission, their current priorities and how the position you’re interviewing for contributes to the bigger picture.

Study the role beyond the job description. Be prepared to connect your experience, accomplishments and transferable skills directly to what they need.

Then remember: how you communicate matters just as much as what you say.

Pay attention to your body language. Sit with confidence. Make eye contact. Stay engaged.

And when you’re asked a question, you do not have to answer immediately.

Pause.

Take a moment to understand exactly what is being asked. Then answer that question clearly and intentionally.

One of the biggest interview mistakes I see is candidates talking around the question because they are trying so hard to say the “right” thing that they never actually answer what was asked.

Be concise. Give relevant examples. Speak clearly. And be honest.

If you don’t know something, don’t manufacture expertise. Demonstrate your ability to learn, problem-solve and adapt.

Most importantly, remember that an interview is a professional conversation, not an interrogation.

They are evaluating you, but you should also be evaluating them.

Preparation gives you the confidence to stop performing and start having an intelligent conversation about value, alignment and impact.

Walk in informed.
Listen carefully.
Answer intentionally.
And be ready to clearly articulate why you belong in that room.

A great interview starts long before the first question is asked.

08/31/2026

Your Monday doesn’t have to start with stress. It can start with intention.

Before the emails, meetings, deadlines and demands begin, give yourself a few minutes to prepare your mind and body for the day ahead.

Try this Monday morning reset:

☀️ Wake up with gratitude.
Before you think about what you have to do, think about what you are grateful to have.

☀️ Open the blinds and let the natural light in.
Even better, step outside for a few minutes if you can. Morning light helps signal to your body that the day has begun and supports a healthy sleep-wake rhythm.

☀️ Get your body moving.
Do a few gentle rebounds or simply bounce in place for a minute or two. Get your circulation moving before you start rushing through your routine.

☀️ Challenge your balance.
Stand on one foot for a few moments. If it feels safe, briefly close your eyes. It’s a simple way to engage your balance, focus and body awareness.

💧 Drink water before the coffee.
Aim for about 16 ounces to begin rehydrating after a night of sleep. Your coffee will still be there. I promise.

🧘🏽‍♀️ Release the tension.
Gently roll your neck and shoulders. Stretch your arms, back and legs. Your body should not have to carry yesterday’s tension into today’s meetings.

Then get dressed.

Walk into your Monday already centered instead of trying to find your balance after the chaos begins.

A great day doesn’t always happen by accident. Sometimes you create it before 8 a.m.

Your morning routine is more than a routine.
It is the first leadership decision you make for yourself each day.

Start Monday like you expect something good to happen.

New leaders: running a meeting is not the same as reading an agenda.One of the fastest ways to lose a team is to become ...
08/27/2026

New leaders: running a meeting is not the same as reading an agenda.

One of the fastest ways to lose a team is to become so committed to the script that you miss what is happening in the room.

A strong meeting leader knows the agenda is a framework, not a leash.

If you want people engaged, meetings should have three things:

1. A clear purpose.
Your team should know why they are there, what decision needs to be made, and what needs to happen when the meeting ends.

2. Participation, not presentation.
If you are talking for 90% of the meeting, you are probably hosting a briefing, not leading a discussion. Ask targeted questions. Call on expertise. Create space for people closest to the work to speak.

3. The courage to pivot.
Sometimes the most important conversation is not on the agenda.

If several teams are consistently missing their targets, that may be more important than finishing slide 17.

That is when leadership sounds like:

“We need to spend some time here. What is keeping us from the target?”

Then go deeper.

Is it a pipeline issue?
A capacity issue?
A skill gap?
An unclear strategy?
Poor ex*****on?
Or are we continuing to use an approach that simply is not working?

This is where great leaders shift the meeting from reporting performance to improving performance.

Instead of asking:

“Why didn’t we hit the number?”

Try:

“What are our highest-performing teams doing differently, and what can we operationalize across the rest of the team?”

Now you are strategizing.

And before you leave the conversation, establish:

• What needs to change
• Who owns the next action
• What support is needed
• What success will look like
• When progress will be reviewed

New leaders sometimes believe staying on agenda proves they are organized.

Experienced leaders understand something different:

The goal is not to finish the agenda. The goal is to move the business forward.

Know your agenda.
Know your audience.
Know your numbers.

And know when leadership requires you to put the script down and address the thing everyone in the room already knows needs to be discussed.

Great meetings don’t just communicate information. They create clarity, accountability, and movement.

Recruiters: Stop Hiring Salespeople Based Only on Who Has “Sales” on Their RésuméWhen hiring for sales, whether someone ...
08/25/2026

Recruiters: Stop Hiring Salespeople Based Only on Who Has “Sales” on Their Résumé

When hiring for sales, whether someone is selling products, services, partnerships, or solutions, direct sales experience should not be the only qualification.

Some of the strongest sales talent is hiding behind a different job title.

Here’s what recruiters should be looking for:

Curiosity
Great salespeople ask strong questions. They want to understand the customer, the challenge, and what is driving the decision before they ever start pitching.

Emotional Intelligence
Can they read the room, adapt their communication style, recognize hesitation, build trust, and connect with different personalities?

Resilience
Sales comes with rejection. Strong candidates can hear “no,” learn from it, adjust, and keep moving without becoming discouraged or overly aggressive.

Strategic Thinking
Sales is more than calls and activity metrics. High performers know how to prioritize opportunities, manage relationships, follow up intentionally, and connect their activity to results.

Coachability
Can they receive feedback, change their approach, learn a new market, and apply what they learn?

Communication & Storytelling
Customers rarely buy because someone memorized every feature. They buy because someone clearly connected the solution to a need that matters.

Recruiters should also pay closer attention to transferable skills.

Customer service professionals understand customers and problem-solving.

Teachers know how to educate, influence, communicate, and manage objections.

Hospitality professionals know relationship-building, service recovery, and how to create positive experiences.

Fundraisers understand prospecting, storytelling, relationship development, making the ask, and follow-up.

Recruiters and account managers understand discovery, pipelines, negotiation, relationship management, and closing.

Project and program managers bring stakeholder management, strategic thinking, executive communication, presentations, and influence without authority.

Those are sales skills.

The better hiring question isn’t always:

“How many years of sales experience do they have?”

Ask:

“Have they demonstrated the behaviors and transferable skills required to succeed in sales?”

You can teach your CRM, product, pricing, and sales process.

It is much harder to teach curiosity, emotional intelligence, resilience, business acumen, and the ability to build trust.

The best salesperson in your applicant pool may not have “sales” anywhere in their current title.

Hire for capability, not just the title.

One of the fastest ways to miss a sales target is to put someone who has never sold in charge of people who do.That does...
08/24/2026

One of the fastest ways to miss a sales target is to put someone who has never sold in charge of people who do.

That does not mean non-sales leaders are ineffective leaders. It means sales leadership requires a very specific operating mindset.

When organizations consistently miss KPIs, struggle with pipeline growth, or wonder why strong salespeople are becoming frustrated, I look at more than the sales team.

I look at who is leading them.

Here are three reasons this becomes a problem:

1. Non-sales leaders often manage activity instead of sales strategy.

More calls. More meetings. More emails. More reports.

But salespeople know activity does not automatically equal revenue.

A sales leader should be asking:

Are we targeting the right prospects?
Where are opportunities getting stuck?
What objections are we hearing?
What is our conversion rate?
What needs to change in the strategy?

If the conversation stops at “make more calls,” you are managing a task list, not a sales process.

2. Salespeople think differently.

We are constantly calculating opportunity, timing, relationships, objections, decision makers, competitive positioning and the path to the close.

Someone who has never carried a quota may see a customer conversation.

A salesperson sees five potential opportunities inside that conversation.

When leadership does not understand that mindset, coaching becomes difficult and sometimes counterproductive.

3. Poor sales leadership eventually shows up in the KPIs.

Missed targets are rarely just a salesperson problem.

Look upstream.

Weak pipeline development.
Poor territory strategy.
Little coaching around closing.
Misaligned priorities.
Too much administrative work.
Not enough time actually selling.

Then leadership wonders why the numbers are down.

Sales teams need leaders who understand how revenue is created, how relationships are developed, how objections are navigated and how opportunities move from prospect to conversation to commitment to close.

You cannot effectively coach what you do not understand.

If your sales targets consistently are not being met, before replacing the salespeople, take a closer look at the sales leadership structure, strategy and expectations.

Sometimes the KPI problem is not sitting in the sales seat.

It is sitting above it.

Back-to-School Season Is Here… and Your Calendar Knows It.For busy professionals and entrepreneurs, this season can feel...
08/24/2026

Back-to-School Season Is Here… and Your Calendar Knows It.

For busy professionals and entrepreneurs, this season can feel like managing two full-time operations at once.

Work deadlines.
Business responsibilities.
Homework.
Practices.
School events.
Dinner.
Lunches.
And somewhere in there… you.

The goal is not to do everything perfectly. The goal is to create systems that make life easier.

A few things that can help:

Simplify dinner.
Choose 2–3 proteins for the week and prep them on Sunday. Rotisserie chicken, baked salmon, taco meat or grilled chicken can become multiple meals without cooking from scratch every night.

Make lunches easy.
Think wraps, fruit, cheese, yogurt, boiled eggs, turkey roll-ups, pasta salad or leftovers. Every lunch does not need to look Pinterest-ready. It needs to be nutritious, convenient and eaten.

Create a family command center.
Keep practices, appointments, school deadlines and activities in one shared calendar. Your brain should not be the family filing cabinet.

Protect small pockets of self-care.
You may not have an hour. Take 10 minutes. Walk outside. Sit quietly in your car before going inside. Stretch. Journal. Drink your coffee without multitasking.

And when everything starts feeling like too much, try this:

Close your eyes.
Inhale slowly for 4 seconds.
Hold for 4.
Exhale for 6.
Repeat for 2–3 minutes.

That small reset can help signal to your body that everything is not an emergency.

This season requires structure, not superhuman strength.

You can be an excellent parent, professional, leader and entrepreneur without running yourself into the ground.

Sometimes the most productive thing you can do is simplify the system.

Back-to-school reminder: Your family needs the regulated version of you more than the exhausted version trying to do everything.

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