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Degallier Leadership Solutions provides leadership and business expertise to help businesses, teams, and individuals develop and grow to the next level through corporate and group trainings, individual coaching and mentoring, and leadership development

10/13/2026

I’m not sure who needs some encouragement this week, but this is a friendly reminder that you’re a human being before a human doing.

And you are not your results! You’re much more valuable than that. Tag someone below who needs to hear this.

Be honest.Have you ever done a Q3 review simply because you knew it’s what you’re supposed to do?Have you ever done one ...
10/08/2026

Be honest.

Have you ever done a Q3 review simply because you knew it’s what you’re supposed to do?

Have you ever done one simply to look back and see how you did?

It isn’t a bad reason, but it shouldn’t be the main reason…

The main reason each of us should be performing a Q3 review is to not see what happened last quarter, but to ask the question:

“So, what does this mean we do next?”
I break it down more in this week’s Monday Morning Conversation. You can access it by finding the link in the comments.

You can’t drive safely ahead if you’re too busy looking in the rearview mirror for too long.“Wait… maybe Q3’s review isn...
10/06/2026

You can’t drive safely ahead if you’re too busy looking in the rearview mirror for too long.

“Wait… maybe Q3’s review isn’t so much about looking backward as it is about deciding how I can lead Q4.”

This is just the realization every business owner needs to have.

It really is a balancing act.
You need to spend enough time looking in the rearview mirror to understand what happened in Q3…
…but not so much time looking backward that you forget to keep your eyes on the road ahead.

That’s the point of a useful quarterly review.

Not to spend hours explaining every number. Not to decide whether Q3 was “good” or “bad.” And definitely not to check the box and revisit it again in three months. (Can you relate)?

Instead, it’s to look back just long enough to learn something useful.

𝗛𝗲𝗿𝗲 𝗮𝗿𝗲 𝗮 𝗳𝗲𝘄 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗜 𝗲𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗺𝘆 𝗰𝗹𝗶𝗲𝗻𝘁𝘀 𝘁𝗼 𝗮𝘀𝗸:
What changed?
Why did it change?
What surprised you?
And most importantly, does what you learned change what deserves your attention in Q4?

10/06/2026

Q3 is over. But before you move too quickly into Q4, what did the last quarter actually tell you?

It’s easy to look back and decide it was a “good” quarter or a “bad” quarter, then move on.

But sometimes the most important thing isn’t the biggest number. It’s the number that’s starting to move.

In this week’s Monday Morning CFO Conversation, I share a simple way to look back just long enough to understand what changed, what surprised you, and what deserves your attention as you move into Q4.

LOOK → UNDERSTAND → DECIDE

Because review isn’t the destination. Better decisions are.

Here’s this week’s conversation 👇

“Isn’t growth always something we should be celebrating?”If I were your CFO and you sat across me with that question,I w...
10/01/2026

“Isn’t growth always something we should be celebrating?”

If I were your CFO and you sat across me with that question,I would be honest with you.

Not always…

Yes, growth usually occurs when sales are up and activity increases. But those two things on their own don’t make a profitable business.

Here’s why:

Sometimes, more sales are coming in. But at the same time:

Expenses are actively increasing and eating up our margin…

We’re offering too many discounts…

It’s costing too much to deliver…

But maybe you haven’t taken the time to look under the hood at these areas because you’ve been so focused on the fact that sales are increasing.

So if I was your CFO, there are certain areas of your business I’d want to look at to see if the growth is contributing to a stronger, more thriving business.

Because the question isn’t simply:
“Are we growing?”
It's also:
“Is that growth making the business financially stronger?”

Do more sales and more activity mean more profits for your business?What if I told you that’s not always the case…Growth...
09/29/2026

Do more sales and more activity mean more profits for your business?

What if I told you that’s not always the case…

Growth can happen, but a business can at the same time be:
✔Becoming less profitable on each sales dollar
✔Consuming more cash
✔Stretching the team's capacity
✔Requiring additional people or equipment
✔Creating more activity without creating the financial progress the owner expected.

Here are some things I encourage my clients to think about:
What is each additional sales dollar actually contributing to the business?
Are sales, gross profit, and gross margin moving together?
Has the mix of what we're selling changed?
Are costs or discounting changing?
Is certain work consuming more time or capacity?

If you want to better understand how more sales isn’t always the answer, watch my Monday Morning CFO Conversation. Link is in the comments!

Not every change in your business is a problem.Sometimes a number moves and we immediately think:“Uh oh. What happened?”...
09/24/2026

Not every change in your business is a problem.

Sometimes a number moves and we immediately think:
“Uh oh. What happened?”

But what if the better first question is simply:
“Why did that change?”

Sales might be up because you landed a larger customer.

They might be down because of seasonality.

Your average order might be increasing because your customer mix has changed.

The number itself doesn't always tell us whether something is good or bad.

It gives us a reason to get curious.

When something changes, ask:
What changed?
What's driving it?
Does it actually matter for the decisions we're making?

You don't need to panic every time something moves.

You just need to understand what the change is telling you.

And sometimes, understanding that change sooner gives you more options for what to do next.

🎥 I talked through this in more detail during this week's Monday Morning CFO Conversation. Watch the conversation on YouTube for more. Link is in the comments

In business, there’s two very important questions we must ask ourselves:1) “how are we doing?” and2) “which direction ar...
09/22/2026

In business, there’s two very important questions we must ask ourselves:

1) “how are we doing?”

and

2) “which direction are we headed?”

And there’s a big difference between these questions.

It goes deeper than the fact that one of them looks at the present, and the other looks at the future.

Let me explain…

A good result today doesn’t necessarily tell you where you’re headed.

A business can look healthy today but change could already be occurring underneath layers of the business.

I’m talking about changes that can negatively impact the future.

So, how do we uncover these changes and make decisions that create present success and future success?

I’ve found that the most important thing we can do is these three things:

Notice what’s changing
Understand what’s driving it
Consider whether it matters where the business is headed.

For example, steady sales might initially tell us:
“We're doing okay.”

But if leads and quotes have been declining, they may also be telling us:
“Pay attention. Something could be changing.”

That doesn't mean we immediately take action. It means we have a reason to ask another question. And sometimes the question behind the number is where the most useful insight begins.

What’s an early clue your business might be showing you?

A number can get your attention without telling you what to do.That distinction matters.Think about it…You could look at...
09/17/2026

A number can get your attention without telling you what to do.

That distinction matters.

Think about it…

You could look at the cash balance and think, “We need more sales.”

You could look at your margins and think, “We need to raise our prices.”

You could see the team working long hours and think, “We need to hire.”

Maybe…

But the number itself isn’t the decision.

The number is information.It’s feedback that gives you another piece of the picture.

And sometimes, when you take a closer look, you realize the question you started with isn’t quite the question you need to answer.

That’s one of the things I love about looking at a business through a CFO lens.

We’re not just asking, “What happened?”

We’re asking:

Why did it happen?

What’s driving it?

What are our options?

And ultimately:

What deserves our attention next?

Two things can be true at once:-Making decisions quickly is a skill of highly effective leaders.-There’s such a thing as...
09/15/2026

Two things can be true at once:

-Making decisions quickly is a skill of highly effective leaders.

-There’s such a thing as making decisions too quickly.

As a business owner, you might pride yourself on your ability to make decisions (even if they’re data backed.)

And that on its own isn’t a bad thing.

But what if I told you that it’s also common for us to fall into a trap of making decisions too quickly before seeing the bigger picture?

Sometimes, we move from result to solution too quickly.
Not because we’re careless business owners or don't understand the businesses.
Quite the opposite. Business owners are problem solvers. It’s how we’re wired!
And oftentimes when a problem comes up and we see something happening, the natural question is, “What should I do about it?”
Instead, I’m inviting you to consider:
First: “What is this telling me?”
Then: “What should I do about it?”
That small shift can change the conversation.
The number that first gets our attention may be important, but it may not tell us everything we need to know to make the decision.
This week on the Monday Morning Conversation, we discussed a scenario where this plays out with a business owner’s experience: “We had a great week. So where’s the money?”

If you’re interested in watching, head over to my YouTube channel at https://www.youtube.com/watch?v=M145YHz0Wns&feature=youtu.be and give it a watch! And let me know if this resonates with you.

Address

827 West Burns Valley Road
Winona, MN
55987

Telephone

+15074508142

Website

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