Phillip Van Hooser's Blog: Build Performance Blog

The truth is, we work with clients who either want to overcome challenges or capitalize on opportunities. Today’s topic may cover both: manager burnout.

Across your organization, does it feel like everyone’s busy, but no one’s breathing? The strongest managers look tired. High performers are fading into disengagement. Executives are covering gaps they shouldn’t have to.

This isn’t just a performance issue — it’s likely a leadership systems issue. And it’s one you can fix.

Burnout and broken leadership pipelines aren’t solved with slogans or “self-care.” They’re solved by building systems of sanity — structures that protect clarity, capacity, and connection in the middle of uncertainty.

Don’t mistake structure as the opposite of culture. In reality, structure is the framework that fuels trust, accountability, and buy-in — especially in a diverse, fast-moving workplace.

Across industries, employees — especially high performers — are saying they don’t need more encouragement. They need traction.

Here’s how to get it — and measure it.

Spot The Warning Signs: Overload Up Top, Emptiness Down Below

If this feels like your organization, you’re not alone. Global data mirrors what you’re seeing firsthand:

Gartner (2025): Leadership scarcity ranks as a top enterprise risk.
McKinsey: Traditional leadership development programs fail to create enough “ready-now” leaders.
DDI: Over half of companies have no named successors for critical roles.

Translation: The bench is empty, the game’s still on, and the players on the field are running on fumes.

At times, leading today can feel like trying to organize a group chat — everyone’s in the thread, but rather than helping, it’s chaos.

The symptoms of weak people systems are painful:

Managers trapped in back-to-back meetings with no time to coach performance.High performers quietly checking out because they see no clear leadership development path forward.Executives pulled into tactical decisions because no one below is ready to own them.Development budgets spent with no measurable rise in engagement, retention, or results.

These organizations aren’t short on empathy — they’re short on clarity.

Name The Real Problem: Lack Of Clarity And Disconnect

Uncertainty isn’t new — it’s the cost of doing business today. Markets shift. Teams reorganize. People change. Technology evolves faster than strategy.

But here’s the real issue: Most companies haven’t built leadership systems that help their people operate cohesively and strategically inside uncertainty.

Here’s what’s breaking most leadership pipelines:

Span of control explosion: Managers lead too many people to coach anyone well.Development drought: Preparation, application, and reflection are replaced by reaction and firefighting.Successor silence: Future leaders aren’t being identified, tracked, or intentionally developed.

When people don’t think deeply and understand clearly, they stop working wisely. And when your culture rewards constant motion over meaningful progress, you don’t build leaders — you build burnout.

McKinsey’s State of Organizations report found that companies investing in leadership and capability-building during times of disruption are 2.4 times more likely to hit performance targets.

Clarity and capability aren’t just good leadership — they’re good business.

The Work Ahead: Rebuild Leadership Systems That Create Capacity And Momentum

There’s no quick fix here — but there is a measurable path forward.

Ask yourself: Can my leaders clearly define our leadership strategy and their next step toward it?

If not, start there.

Then, consider this as you define your next right steps.

A. Free Up Manager Bandwidth So They Can Lead Again

Clarity is oxygen for exhausted leaders — and essential to prevent manager burnout.

Audit meetings: Eliminate or combine anything that doesn’t produce outcomes. Track how many hours you free up monthly — that’s ROI. Reinvest that time in people.

Simplify reporting lines: Let managers lead people, not projects. One supervisor. Clear expectations. Consistent coaching cadence.

Hold quarterly reality checks: Senior leaders meet with cross-functional groups — and employees at all levels — to uncover where confusion and overload live. Fix what you find and show progress quickly.

Start small but measurable: End every week with a 10-minute “Big Three” reflection — what mattered most, what moved forward, what stalled and needs attention.

Structure creates clarity — and clarity fuels progress.

B. Make Leadership Development A Daily Discipline, Not An Annual Event

Leaders don’t grow from conferences or one-off conversations — they grow from consistency.

Embed growth right into the workweek:

Schedule monthly 30-minute leadership development check-ins. Measure outcomes, application, and progress toward specific organizational goals.Pair growth assignments with 60-day accountability check-ins. Track completion, lessons learned, and next steps.Match mentors and coaches who bring clarity, not comfort — helping leaders own results tied to organizational priorities.

If your people are too busy to intentionally grow — individually and together — they’re too busy to be predictably successful moving forward. Don’t let that be the story of your team.

Resource: Learn more about the Van Hooser Six Levels of Empowerment, a practical framework to help leaders release control in stages — building confidence, competence, and trust without chaos.

If you’ve ever tried to “empower” your team only to end up answering 47 follow-up emails about it, you already know: empowerment without clarity and a system is just chaos in business casual.

C. Make Succession Planning A Living, Breathing System

Succession planning isn’t a spreadsheet — it’s a strategy for organizational stability and opportunity, from the front lines to the C-suite.

Name successors for every role, especially key roles — even if they’re not “ready yet.” Visibility and clarity motivate growth.

Define readiness gaps, create measurable development sprints, and track progress quarterly.

Visualize your bench. Make the goal clear. Paint the picture. Transparency beats anxiety every time.

Measure it:

What percentage of key roles have identified successors?What percentage of those successors know they’re being developed?What percentage have documented growth plans?

When people know the plan, they align faster. When they don’t, they leave faster.

The Payoff: Leaders Who Think Clearly, Act Decisively, And Deliver PredictablyBurnout drops because focus replaces frenzy.Capability grows because leaders develop while delivering results.Trust rises because communication is transparent and consistent.

And here’s the bigger win — once you build leadership systems that work, uncertainty becomes your competitive advantage, both for employees and customers.

When leaders invest in clarity and structure, results follow predictably.

Next Step: Hold A 90-Minute Leadership Capacity Conversation

Set aside one focused 90-minute meeting with your executive and HR teams. You don’t need slides or spreadsheets — just honesty, markers, and a whiteboard.

Here’s what to do:

Assess span of control. Does any manager have so many direct reports they can’t coach effectively? Adjust the structure or add support.Identify pressure points. Where are people the most tired, confused, or stuck? Write down the top three and commit to one small change this month.Name successors. For every key role, name at least one person who could grow into it. Don’t worry if they’re not ready — clarity drives readiness.Develop them. What specific skills do they need? Who can mentor or coach them? Assign one concrete step and a start date.

That’s it. Four simple actions. Not a binder. Not a program. Just clarity.

If you’d like help facilitating this conversation or turning it into a repeatable leadership development system, that’s what we do every day at Van Hooser Leadership. Connect with us now.

FAQsIsn’t reducing meetings or adding layers risky?

It can be — but exhausted leaders make poor decisions. Simplifying isn’t losing control; it’s regaining it.

What if no one’s ready for succession?

Then you’ve just identified your next priority. Clarity plus coaching creates capability.

What if the successor — or the person passed over — leaves?

Transparency costs less than turnover. When people know where they stand, trust strengthens even when decisions shift.

How can leaders measure the impact of reducing burnout?

Track meeting hours reduced, engagement scores, and turnover rates in the six months following structural changes. The data will tell the story.

What’s the difference between leadership development and succession planning?

Leadership development prepares people to perform better now. Succession planning prepares people to lead later. You need both for long-term stability.

Final Thought

Many well-intentioned leaders tell their teams to “step up” or “take care of themselves,” hoping it helps. It doesn’t.

Encouragement, a kick in the butt, and yoga mats don’t fix system failure.

Team growth should be a well-oiled leadership system — because your team is your most valuable asset.

The organizations that will thrive in the next decade won’t be the loudest or flashiest — they’ll be the ones that build leadership systems strong enough to withstand uncertainty and wise enough to turn it into opportunity.

At the end of the day, great leadership isn’t about working harder. It’s about leading wiser — and that requires clarity that lasts.

Copyright © 2025 Van Hooser Leadership. For coaching or leadership development training, visit vanhooser.com.

The most valuable asset in your organization isn’t on your balance sheet—it’s in the minds of your most experienced people. And every day without a plan, more of it slips away.

When veteran leaders retire or exit, they take with them decades of institutional knowledge. Without a succession planning and knowledge transfer strategy, organizations risk operational disruptions, weakened client relationships, and costly mistakes. This article explores why institutional knowledge is so critical, the leadership gaps it leaves behind, and practical knowledge retention strategies organizations can take now to capture and pass it on before it’s too late.

Why Losing Institutional Knowledge Is a Strategic Risk

In business, knowledge is currency—and too often, it walks out the door when a veteran leader departs.

According to the SHRM Talent Management Survey, 77% of organizations believe they are experiencing a knowledge loss crisis as experienced employees leave. For many organizations, that loss is magnified because so much operational, regulatory, and relationship knowledge is stored in the minds of a few key people—not in manuals.

The High Cost of Delaying Succession Planning

I’ve sat in too many boardrooms where leadership was caught flat-footed by a retirement they should have seen coming. The warning signs were there, but the preparation wasn’t.

When institutional knowledge walks out unchecked and unshared, the consequences can include:

Operational disruption — critical processes stall, fail, or get overlooked altogether.Weakened customer or client relationships — long-time partners lose their trusted contact.Loss of competitive advantage — years of hard-earned best practices disappear.Lower employee confidence — teams are left feeling unprepared and unsupported.

And here’s the part that stings: you can’t replace 30 years of wisdom in 30 days.

Why Leadership Must Own the Solution

It’s tempting to treat knowledge transfer as an HR function. But in my experience, it’s a leadership responsibility.

Succession planning isn’t just about titles—it’s about operational continuity. And operational continuity depends on having a deliberate process to capture, document, and share institutional knowledge long before someone turns in their notice.

This is also where leadership development plays a critical role. Organizations that invest in developing rising leaders early are better positioned to absorb transitions smoothly, because those leaders are already equipped with both skills and context.

4 Proven Strategies to Capture and Transfer Institutional Knowledge

If you know knowledge is atIf you know knowledge is at risk, the time to act is now. Here are the strategies I’ve seen work across industries:

1. Structured Mentorship Programs

Pair experienced leaders with high-potential employees—not just for networking, but for intentional skills and process transfer.

Set clear objectives for what should be shared and learned.Schedule regular, documented touch points.Recognize and encourage both mentor and mentee for their efforts and contributions.

The Association for Talent Development reports that formal mentorship programs can improve knowledge retention strategies by up to 50%.

2. Job Shadowing & Rotational Assignments

Don’t wait until a leader is leaving to have someone learn their role. Create opportunities for cross-training and shadowing well in advance. This:

Builds resilience in case of sudden, unexpected departures.Expands the skills of rising leaders.Uncovers inefficiencies that can be improved along the way.3. Process Documentation & Playbooks

Many leaders keep critical knowledge in their heads because “that’s just how we’ve always done it.” That’s a risk.

Develop necessary process maps for key operational areas.Store them in an accessible, centralized location.Update regularly to reflect changes.4. Build a Knowledge-Sharing Culture

When leaders hoard information, even unintentionally, it signals to others that knowledge is power to be kept, not shared. Shift the mindset by:

Integrating knowledge transfer into performance evaluations.

Recognizing and rewarding knowledge sharing that happens early and often.

Encouraging leaders to teach during meetings, not just update.

A Real-World Example

Here’s what it looks like when leaders act before it’s too late.

One organization I worked with knew they had a senior executive retiring within two years. Instead of waiting, they created a “legacy knowledge plan” that included:

Monthly mentorship lunches with emerging leaders.A complete documentation of core operational processes.A recorded video library of the executive explaining case studies and decision-making logic.

By the time the retirement came, the transition was seamless—and clients didn’t feel the loss.

Why This Matters for Every Organization

Large corporations may have redundancy built in. But for many businesses, one person’s knowledge can literally be the key to customer trust, compliance, or risk management.

When that person leaves—whether by retirement, career change, or unexpected life events—you can’t afford to scramble. You must lead with foresight and intention, not fear and reaction.

Next Step

Identify the three roles in your organization where the loss of one person’s Identify the three roles in your organization where the loss of one person’s knowledge would cause significant disruption. For each role:

Assign a successor or apprentice immediately.Begin documenting key processes this month.Schedule regular mentorship or shadowing sessions.

The sooner you start, the more time you have for a thoughtful, thorough knowledge retention strategy. Don’t wait for a crisis. Protecting your institutional knowledge is one of the most strategic leadership development moves you can make.

See How We Support Leadership Transitions →

Q1: When should organizations start succession planning for knowledge transfer?

Ideally, 3–5 years before an expected retirement. The more time you have, the more natural and thorough the transfer will be.

Q2: What if a leader is reluctant to share their knowledge?

Explain that passing on knowledge is part of their leadership legacy. Recognize and reward the behavior publicly to reinforce its value.

Q3: How do we prepare for sudden knowledge loss from unexpected departures?

Regularly update process documentation and maintain a culture where sharing is part of the job, not just a special project when someone leaves.

Uncertainty isn’t the enemy—it’s the environment. In today’s rapidly changing business world, leaders who see uncertainty as neutral information, set clear non-negotiables, and align their teams around them are the ones who win. Here’s how you can lead with clarity, reduce stress, and build resilience no matter what comes next.

Leading in Uncertainty: Why Leaders Must Treat Change as Neutral

It’s tempting to see uncertainty as either good or bad. But here’s the truth: uncertainty is neutral.

Some leaders feel uneasy, even threatened by it.Others feel excited, energized by possibility.

Either way, emotion clouds judgment. When you strip emotion out, you create space to think clearly, solve problems wisely, and make sound decisions instead of reactive ones.

Relentless change is here to stay. And if you want to lead successfully in it, the first step is to acknowledge: uncertainty is neutral information.

The Heavy Lift of Leadership Today: Engagement and Resilience in Uncertain Times

Trusted research confirms what you’re experiencing:

McKinsey: CEOs are forced into shorter planning cycles with more course corrections.The Financial Times: We live in a time of compounding uncertainty—overlapping crises don’t fade, they multiply.Boston Consulting Group: Resilience is no longer just a shield; it’s the engine of growth.

And yet, Gallup reports that only 23% of employees worldwide are engaged at work. In uncertain times, disengagement magnifies risk.

Here’s how disengagement shows up in your world:

Silent or all-aboard meetings — people nod, smile, and stay quiet, leaving innovation on the table.Half-hearted execution — work gets “checked off” instead of being driven forward with excellence.Turnover risk — disconnected people scroll job boards, draining your best talent when you need them most.

This is where executive coaching often makes a measurable difference: helping leaders re-engage their teams, reset expectations, and keep performance steady in uncertain seasons.

Resilience and agility are no longer optional—they are survival skills.

Related Post: 2 Leadership Mistakes to Avoid

The Agility Gap Leaders Must Close

Deloitte reports that 92% of executives rank agility as critical, yet fewer than one-third believe their organizations are agile.

If your systems and culture aren’t keeping up, agility looks like this in real life:

Six layers of approval for a simple decision.Eye-rolls and resistance when new ideas are raised.Teams told to “adapt quickly” without being trained or empowered to succeed.

Through executive coaching, we often help leaders identify the very hidden systems and cultural habits that slow them down — and then build practical strategies to remove those barriers.

Ask yourself: Are our systems slowing us down more than the uncertainty itself?

One Practical Step Leaders Can Take Right Now

Executives, supervisors, and everyone in between carry the weight of uncertainty differently. But one truth applies to all: people want clarity and progress.

Here’s a move you can make today:

Set Your Non-Negotiables

Forget 20 shifting priorities. Forget “everything is urgent.” Instead, identify what matters most right now.

Test yourself:

Write down the top five priorities for each of your direct reports for the next quarter.In your next one-on-one, ask your direct reports to do the same.Compare your lists.If they match → Great. Everyone is aligned.If they don’t match → That’s your leadership opportunity. Define the non-negotiables, and make sure the team understands them.

When teams share clarity around what won’t change—what truly matters most—they gain peace. And peace drives clearer thinking, better decisions, and stronger execution.

Coaching conversations with executives and supervisors often center around this exact exercise — cutting through noise, setting non-negotiables, and communicating them clearly so teams know what to do even when the environment shifts overnight.

That’s a win all the way around.

Why This Matters Now: Clarity, Trust, and Team Alignment

When everything feels uncertain, people don’t need endless lists of priorities or problems. They need to know what never changes and what matters most.

Clear non-negotiables…

Relieve communication breakdownsReduce unmet expectationsBuild trust and performance

Uncertainty is neutral. Leadership makes the difference.

Q: How do I know if my team is struggling with disengagement in uncertainty?

A: Watch for silence in meetings, minimal effort, and increased turnover risk. These are red flags that priorities and engagement aren’t aligned.

Q: What if my team pushes back on the non-negotiables I set?

A: Pushback signals either miscommunication or misalignment. Use it as a chance to clarify expectations, explain why certain priorities matter, and reset shared standards.

Q: How does this apply at different leadership levels?

A: For executives, non-negotiables might center on customer trust, compliance, or M&A. For supervisors, it could be safety, customer satisfaction, or morale. The principle applies universally—clarity wins at every level.

Next Step: Strengthen Your Leadership Through Executive Coaching

When uncertainty rises, your leadership clarity determines whether your team survives—or thrives.

Van Hooser Leadership’s Executive Coaching helps leaders:

Clarify their non-negotiablesStrengthen communication and executionBuild resilience and agility across teams

Learn more about Executive Coaching and schedule a conversation today.

When’s the last time you sat at a local youth baseball or softball game?

If it’s been a while, I’d encourage you to do yourself a favor. Carve out an hour this summer. You’ll see young athletes in the making, enjoy reasonably priced concessions—and if you’re paying close attention—you might stumble across a leadership lesson or two.

Catchers or Chasers: Little League Story

This is my 8-year-old grandson’s first year of organized baseball. He played T-ball at 4 and 5, but those games mostly consisted of distracted kids, coaches guiding them to the batter’s box, and a whole lot of missed swings. Progress was measured in small victories—like running the bases in the right direction.

Now that he’s older, the league is more advanced. The kids understand the basic rules, but the reflexes and coordination required to consistently hit or catch a ball are still developing. In other words, there’s more chasing than catching.

The other night, I watched Duke crouch behind the plate in his new catcher’s gear. He looked the part. But over the next hour, he chased far more balls than he caught.

And as I sat there smiling, my mind drifted back to a summer night from my own childhood.

THE LEADERSHIP LESSON: Encouragement vs. Evaluation

I was ten years old, catching in a youth league game under the lights of a warm summer evening. The stands were packed with parents and fans. I was focused, excited, and confident. 

“PLAY BALL!” the umpire shouted.

It would’ve been more accurate if he’d yelled, “LET THE PAIN BEGIN!”

I crouched behind home plate, ready for the first pitch from our starting pitcher. He wound up and let it rip—three feet over my head. I never even got a glove on it.

“Ball,” the umpire said simply. I scrambled to the backstop, retrieved it, and lobbed it back.

For the next three innings, the umpire repeated the word “ball” to the point of monotony. Batter after batter stepped to the plate, waited, then watched as pitches sailed high, wide, or fell woefully short. Almost every pitch ended up at or near the same destination—the backstop. I ended up “chasing” more than I was “catching.” It was frustrating.  

Finally, after one too many errant pitches and the resulting trip to the backstop, my youthful anger boiled over. I picked up the ball and, in an act of exasperation, hurled it back at my teammate. He was ready and caught my return throw chest high, at his uniform letters. A perfect strike.  

“TIME, Ump!”

I looked up and saw Coach Joby heading toward the mound. Finally, I thought, a pitching change. I welcomed it. Anything would be better than this.

As he walked, Coach motioned for me to join him. I trotted out to them.

“Phil, take off your catcher’s gear,” he said calmly.

“Why?” I asked.

“Because you’re gonna pitch.”

Sudden fear seized me. I thought my heart stopped, but then I felt it racing uncontrollably. Breathing was difficult. I was panicked! I had never before pitched. NEVER! Not even in practice. I attempted to remind Coach of this fact.

“Coach, I’ve never pitched before.”

“You won’t be able to say that in a few minutes.”

And with that, the die was cast.

Now my teammate was living my previous catching experience, only worse. Hardly any of my pitches found the strike zone. The majority found the backstop, with a few finding the rib cages of terrified batters. That night, the batter’s box was a danger zone.

A couple of innings later, mercifully, the game ended in a lopsided loss. I was demoralized. I couldn’t look at anyone. All I wanted was to be somewhere else. I pulled my hat down low over my eyes, grabbed my mitt and headed for the exit. 

But just then, Coach Joby called me back. Alone with Coach in the dugout, he asked:

In the quiet of the dugout, he looked me in the eye.

“Phil, how did you feel?”

“Terrible,” I admitted.

“Were you trying your best?”

“Yes… but I couldn’t do it.”

He nodded. “You know what? Your teammate was trying his best, too. He couldn’t do it either. But you made him look bad in front of all those people. He’s your teammate. How do you think that made him feel?”

The truth hit me hard. I hadn’t thought about how he felt. I was too busy feeling sorry for myself.

Coach Joby didn’t yell. He didn’t scold. He just reminded me of a leadership lesson I’ve never forgotten:

“Baseball is a team game. Everybody has a part to play. In baseball—and in life—the best players are the ones who care about their teammates.”

I’ve carried that leadership lesson into every boardroom and leadership moment since: Great leaders encourage before they evaluate.

The best leaders never stop learning.
→ Dive into more actionable leadership content and subscribe to get a free tool that helps you lead even better.

Extra Innings: Applying the Lesson at Work

The leadership lesson from that dugout is just as relevant in today’s workplace:

Great leaders don’t look good by making others look bad. Public shaming—whether in a dugout or a staff meeting—says more about your character than theirs.Not everyone has the same level of skill or experience. Respect effort, even when the outcome isn’t ideal.Before you criticize, ask yourself: Could I do better in their shoes? Empathy is a leadership strength, not a weakness.The best leaders share credit and accept responsibility. Poor leaders do the opposite, and their teams know it.

That night, I thought I had failed as both a catcher and a pitcher. But in reality, I had learned something far more valuable: Leadership isn’t about outperforming your teammates—it’s about uplifting them.

Leadership is never about outperforming your teammates—it’s about uplifting them.

3 Practical Ways to Lead with Encouragement Today

What about you?

Is there someone on your team today who needs your encouragement more than your evaluation?

Before you deliver another piece of feedback, consider this: evaluation shapes performance, but encouragement shapes people.

Here are a few ways to lead with encouragement today:

Catch them doing something right.
Instead of waiting for the mistake, call out the progress, the effort, or the follow-through you might normally overlook.Ask questions that build, not break.
Try: “What’s working for you right now?” or “Where can I support you?” rather than “Why didn’t you…?”Be specific with praise.
“Great job” is nice, but “I saw how you handled that tough customer, and I was impressed by your patience” goes further.

Evaluation shapes performance. Encouragement shapes people. The best leaders know when their team needs one—and when they need the other.

Which will define your leadership today?

Gratefully,
Phil

What’s the key leadership lesson from Little League?

Encouragement strengthens teams more than criticism. Great leaders build up teammates instead of tearing them down.

Why does encouragement matter in leadership?

Evaluation shapes performance in the short term. Encouragement builds trust, loyalty, and long-term growth.

How can leaders balance encouragement and evaluation?

Deliver evaluation privately and sparingly. Offer encouragement publicly and consistently.

Struggling to Develop Leaders at Every Level? There’s a Smarter Way. Explore Van Hooser Leadership Online

When’s the last time you watched a local youth baseball or softball game?

If it’s been a while, do yourself a favor. Carve out an hour this summer. You’ll see young athletes in the making, enjoy reasonably priced concessions—and if you’re paying close attention—you might stumble across a leadership lesson or two.

Catchers or Chasers

This is my 8-year-old grandson’s first year of “organized” baseball. Oh, yeah, Duke played “T-ball” as a 4 and 5-year-old. But t-ball games primarily consist of coaches leading players to the batter’s box, then encouraging generally disinterested batters to swing at a ball placed on a stationary stand. If contact with the ball is made (never a certainty), startled batters are loudly encouraged to run (hopefully, in the right direction) and to “run around” the little boy lying in the base path ,making dirt angels. 

This year Duke’s league is more advanced. He and his teammates, now 6 to 8-year-olds, have generally learned the fundamental rules of the game. However, the reflexes and hand-to-eye coordination necessary to hit and catch a ball consistently are still a work in progress.

In all fairness, people far smarter than I have postulated that, besides boxing, hitting a pitched ball may be one of the more difficult activities in all of sport. The difficulty of boxing should be obvious. However, how can you think of repeatedly punching—or being punched—in the face as sport? But, yes, hitting a pitched ball is certainly challenging, especially for beginners. But pitching and catching a ball is no simple task either. 

The other night, I was at Duke’s game. I looked up and saw Duke behind home plate wearing catcher’s gear. He looked like a catcher. But over the next hour or so, the term “catcher” proved to be a misnomer. He should have been called the “chaser,” since he chased down far more balls than he actually caught. 

I enjoyed the spectacle. That is, until my mind drifted back to a memorable summer night from the 1960s. It was an occasion from my own youth league baseball experience.

THE LEADERSHIP LESSON

I was ten years old, catching in a youth league game under the lights of a warm summer evening. The stands were packed with parents and fans. I was focused, excited, and confident. 

“PLAY BALL!” the umpire shouted.

It would’ve been more accurate if he’d yelled, “LET THE PAIN BEGIN!”

I crouched behind home plate, ready for the first pitch from our starting pitcher. He wound up and let it rip—three feet over my head. I never even got a glove on it.

“Ball,” the umpire said simply. I scrambled to the backstop, retrieved it, and lobbed it back.

For the next three innings, the umpire repeated the word “ball” to the point of monotony. Batter after batter stepped to the plate, waited, then watched as pitches sailed high, wide, or fell woefully short. Almost every pitch ended up at or near the same destination—the backstop. I ended up “chasing” more than I was “catching.” It was frustrating.  

Finally, after one too many errant pitches and the resulting trip to the backstop, my youthful anger boiled over. I picked up the ball and, in an act of exasperation, hurled it back at my teammate. He was ready and caught my return throw chest high, at his uniform letters. A perfect strike.  

“TIME, Ump!”

I looked up and saw Coach Joby heading toward the mound. Finally, I thought, a pitching change. I welcomed it. Anything would be better than this.

As he walked, Coach motioned for me to join him. I trotted out to them.

“Phil, take off your catcher’s gear,” he said calmly.

“Why?” I asked.

“Because you’re gonna pitch.”

Sudden fear seized me. I thought my heart stopped, but then I felt it racing uncontrollably. Breathing was difficult. I was panicked! I had never before pitched. NEVER! Not even in practice. I attempted to remind Coach of this fact.

“Coach, I’ve never pitched before.”

“You won’t be able to say that in a few minutes.”

And with that, the die was cast.

Now my teammate was living my previous catching experience, only worse. Hardly any of my pitches found the strike zone. The majority found the backstop, with a few finding the rib cages of terrified batters. That night, the batter’s box was a danger zone.

A couple of innings later, mercifully, the game ended in a lopsided loss. I was demoralized. I couldn’t look at anyone. All I wanted was to be somewhere else. I pulled my hat down low over my eyes, grabbed my mitt and headed for the exit. 

But just then, Coach Joby called me back. Alone with Coach in the dugout, he asked:

In the quiet of the dugout, he looked me in the eye.

“Phil, how did you feel?”

“Terrible,” I admitted.

“Were you trying your best?”

“Yes… but I couldn’t do it.”

He nodded. “You know what? Your teammate was trying his best, too. He couldn’t do it either. But you made him look bad in front of all those people. He’s your teammate. How do you think that made him feel?”

The truth hit me hard. I hadn’t thought about how he felt. I was too busy feeling sorry for myself.

Coach Joby didn’t yell. He didn’t scold. He just reminded me of a leadership lesson I’ve never forgotten:

“Baseball is a team game. Everybody has a part to play. In baseball—and in life—the best players are the ones who care about their teammates.”

The best leaders never stop learning.
→ Dive into more actionable leadership content and subscribe to get a free tool that helps you lead even better.

Extra Innings

That leadership lesson has stayed with me, and not just on the field.

These days, I find myself reflecting on it often in leadership circles. Because in business, like in baseball, this leadership lesson still applies:

Great leaders don’t look good by making others look bad. Publicly shaming someone—whether in a meeting or a dugout—says more about your character than theirs.Not everyone has the same skill or experience level. Respect the effort, even when the outcome isn’t ideal.Before you criticize, ask yourself: Could I do better in their shoes? Empathy is a leadership skill, not a weakness.The worst leaders hoard credit and deflect blame. The best do the opposite—and their teams know it.

That night, I thought I’d failed as a catcher and a pitcher. But thanks to Coach Joby, I learned something far more valuable:

Leadership is never about outperforming your teammates—it’s about uplifting them.

Gratefully,
Phil

Leading with Evaluation or Encouragement?

What about you?

Is there someone on your team today who needs your encouragement more than your evaluation?

Before you deliver another piece of feedback, consider this: evaluation shapes performance, but encouragement shapes people.

Here are a few ways to lead with encouragement today:

Catch them doing something right.
Instead of waiting for the mistake, call out the progress, the effort, or the follow-through you might normally overlook.Ask questions that build, not break.
Try: “What’s working for you right now?” or “Where can I support you?” rather than “Why didn’t you…?”Be specific with praise.
“Great job” is nice, but “I saw how you handled that tough customer, and I was impressed by your patience” goes further.

Evaluation has its place—but encouragement? That’s how you build trust, loyalty, and lasting influence.

Which one will define your leadership today?

——-

Struggling to Develop Leaders at Every Level? There’s a Smarter Way. Explore Van Hooser Leadership Online

You never forget the people who show up when you need them most—especially when you didn’t even know what to ask for. Mentorship makes a difference!

Back in 1979, I was staring down graduation with more uncertainty than clarity… until a simple lunch with two unexpected leadership mentors changed everything.

It was the fall of 1979. Way back in the 20th Century.

The last days of my final collegiate semester at Murray State University were a stress-inducing mix of unfinished projects, mass resume mailings, discouraging rejection letters, and more than a little hand-wringing about the bleak future being painted before me.

I would soon collect my diploma. But then what?

Like thousands of other graduates that year (and every year before or since), I was hungry for success—but woefully unprepared for the real-world challenges—professional and personal—that lay between where I was and where success might be found.

I knew what I knew. Unfortunately, what I knew wasn’t much. Not nearly enough. Worse still, I didn’t know what I really needed to know.

Sure, my college business courses had educated me in foundational business principles. But what about foundational leadership principles—team building, problem solving, decision making, and most of all, effective communication?

Where and how was I supposed to learn those?

Angel Mentors & A Lunch That Changed Everything

Amid the uncertainty, a surprising opportunity emerged.

Just weeks before graduation, two local manufacturing executives from my hometown invited me to lunch. The call came out of the blue. I was shocked they even knew who I was.

Still, it sparked a flicker of hope. Maybe they’d offer me a job?

They didn’t.

But what I received was even more valuable.

Over greasy burgers and fries, these experienced businessmen painted a vision of leadership success specifically for me. They outlined a strategy—personalized and practical—to guide my career forward, even though my career hadn’t officially started.

They didn’t tell me where to work or why to work. They taught me how to work—with a leadership mentality. It was my first real experience with leadership mentorship, and it made all the difference.

They emphasized:

Foundational education (structured learning)Individualized training (developing specific skills)Independent study (exploring meaningful topics)Intentional experimentation (testing what works)

They also stressed the importance of staying open to unexpected opportunities.

Then came something even more personal: both men shared the winding, imperfect paths their own careers had taken. Each was about twenty years my senior, and they allowed me to see what my future could look like—by shining a light on their own.

That alone would’ve been more than enough.

But then came the real gift.

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True Advocates Make a Lifelong Impact

By the end of that lunch, I had something invaluable—two true advocates. They meant it when they said they were invested in my success.

Over the next several months, they continued to check in, offering encouragement, insight, connections—even walking me through a mock interview process. It was a personalized, generous mentorship.

Despite my unimpressive collegiate GPA, their guidance helped me land my first “real” job—a supervisory role in a large manufacturing environment.

That job was the launchpad for a leadership journey that’s now spanned more than 45 years.

Paying MENTORSHIP Forward: Vision 2050

I never forgot the generosity of Jere Hall and Sam Ruth.

But remembering alone wasn’t enough.

In 2015, Susan and I began inviting young professionals—ages 25 to 35—into our home for what became a five-year leadership mentorship initiative we called Vision 2050.

Five groups. Twelve members per group. Monthly meetings for a full year.

We tried to do for them what my mentors had done for me: shine a light, cast a vision, and provide a personalized leadership roadmap for the long haul. It was our way of paying forward the leadership mentorship that had shaped my own journey.

It became one of the most personally rewarding experiences of my career.

Later, I learned Jere and Sam chose a graduating senior every year to mentor. At the time, I thought I was the only one. Turns out, 1979 was just my turn.

Be The Person You Once Needed

You don’t have to be a seasoned executive to offer meaningful leadership mentorship. If you’ve learned something—anything—worth sharing, you have something to give. 

Look around: who’s a step or two behind you that could benefit from your perspective? It could be a colleague, a student, or even a friend. Start small. Invite them to lunch. Ask about their goals. Share one lesson that shaped you. 

The truth is, leadership mentorship isn’t about age or title—it’s about intentionality. And someone in your world is waiting for their “angel mentor” moment. Why not be the one who shows up?

If someone is stuck doing too much of the wrong work and missing the impact they could have as a strategic, empowering leader, get unstuck with these delegation skills for leaders.

DELEGATE TO ELEVATE: How High-Performing Leaders Reclaim Time & Drive Results

If you’re leading a team, but buried in day-to-day tasks—you already know the pressure.

You’ve got to keep operations moving AND think big picture.
You’re managing people AND expected to grow the business.

But the problem is… you can’t do it all, and you shouldn’t.

It’s time to delegate.

Not because the work isn’t important—
But because it’s not all yours to carry anymore.

Not because you “don’t feel like doing the work” anymore –

But because you have to focus on different work going forward.

Delegation must happen to maximize team performance.

Two Signs It’s Time to Delegate

1. You don’t have time to lead and manage well.
If you’re not spending time coaching, building trust, or growing the team individually and collectively, if you’re not driving better performance consistently among your team—you’re leading or managing well, limiting not only your impact and success, but negatively affecting the trajectory of your team, too. I know you don’t want that. I don’t want that for you either! If you don’t have time to lead and manage well, it might be time to delegate.

2. You don’t have space to think strategically.
If your calendar is so full you can’t step back to solve higher-level problems, drive innovation, or cast vision, it’s time to make room for what only YOU can do. It’s time to make room for what you were hired or promoted to do – to lead. If you are in a management position, especially beyond front-line leadership, if you don’t have space to think strategically, it might be time to delegate.

What Delegation Is Not…LazinessDumping workIgnoring your team’s bandwidth

People will know if you hand off work just to clear your plate. They feel it. They’ll smell it, like a bloodhound on the scent.  Morale will drop, trust will erode, and accountability and ownership will disappear.

If you’re considering delegating because you’re being lazy, dumping work, and/or ignoring your team’s bandwidth, it’s likely not the time to delegate. Rather, it’s time for you to level up. It feels harsh, and there are particular next steps, but that’s a conversation for another time, another blog.

Delegation “To-Dos”

So, how do you get started delegating? Use this quick-start delegation framework to get going…

Clarify your highest-value work: What must stay on your plate—and why?Assess your tasks: What’s tactical vs. strategic?Assess your team: Who’s great at what? Who has the bandwidth?Share the ‘why’ collectively: “I need your help to make space for a strategic project that moves us all forward.”Make it a ‘we’ thing: Delegation isn’t dumping—it’s about growing together.Ask about capacity: “What % of your capacity are you using right now—honestly?”Empower, don’t just assign: Give the authority, not just the task.Be clear: What’s the task, when’s it due, what does success look like?Check in (and ask for feedback): Stay connected without micromanaging. Ask how it’s going. Adjust if needed.

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The Truth ABOUT DELEGATION SKILLS FOR LEADERS

Delegation is a leadership SKILL. Delegation is not just something leaders should do. Instead, if you’re in a growing organization, it’s something every great leader must do.

Delegation is a skill that requires intentionality, practice, trust-building, and feedback to do well.

The higher you rise in an organization, the more critical delegation becomes.

A great leader’s goal isn’t just to get things done, it’s to grow your team and increase your impact.

Ready to lead better? Start here. Start now. Delegate to elevate.

Rooting for you always!

~ Alyson

IMPORTANT:

DO NOT CONFUSE DELEGATION WITH EMPOWERMENT

Delegate – For the benefit of you and the organization.Empower – For the benefit of your team member and the organization. Download Our Ultimate Guide to Empowerment Now

The economy may feel uncertain… your leadership shouldn’t.

Now’s the time for steady, strategic guidance—because how you lead today shapes what’s possible tomorrow. 

Our executive coaching and training options are built to help you and your team lead with clarity, confidence, and results.

If you’re ready to turn everyday conversations into measurable leadership impact, let’s talk soon.

[3 min read]

Ever feel like you’re talking to your team… but not really connecting with them? 

I get it—things move fast, and sometimes, meaningful moments slip through the cracks.

But here’s the deal: one powerful question—asked with genuine curiosity—can unlock trust, boost morale, and skyrocket your influence.

Below, I’m sharing three of my favorite go-to POWER QUESTIONS that will help you stop making assumptions and start making an impact. Ready to lead with intention? Let’s go.

 If it’s been a minute since you’ve really connected with someone on your team… THIS is your moment.

Instead of asking “How are you?”, try one of these #InfiniteInfluence POWER QUESTIONS — and just watch what happens.  

3 Trust-Building Power Questions

1⃣ What’s good, [NAME]?!

Simple. Punchy. It rewires the brain to find something positive.  That serotonin boost? It makes them feel good — about themselves and about connecting with YOU!

2⃣ What’s bringing you the most joy in your life right now, [NAME]? This unlocks personal meaning.  You’ll uncover who and what they value — and those insights? Pure gold for any leader.

3⃣ What are you looking forward to for the rest of the year? Now you’ve got a peek into what lights them up — their goals, their fun, their why.

Hidden-in-plain-sight truth: These aren’t small talk questions… They’re your greatest leadership tool.

The worst thing we can do in today’s diverse workplace?

Make assumptions.

The best thing?

Intentionally listen for clues in daily conversations — clues that reveal who your team is and what they need to thrive.

 Clarity on what matters most to them
Insight into where they’re spending their time
Practical ways to lead, support, and appreciate them better

And once you know that? You can show up in the most EFFECTIVE way — with time, words, flexibility, encouragement, benefits… whatever they need most right now to move with you for their good, your good, and the good of the org.

Don’t rely too heavily on headlines, statistics, and HR data to lead well.
YOU are your best asset when it comes to elevating morale, engagement, and performance.

Don’t overthink it.

Just ask. Listen. Lead with intention.

Because leadership that connects = leadership that performs. YOU are your best asset when it comes to elevating morale, engagement, and performance.

Don’t overthink it.

Just ask. Listen. Lead with intention.

Because leadership that connects = leadership that performs.YOU are your best asset when it comes to elevating morale, engagement, and performance.

Don’t overthink it.

Just ask. Listen. Lead with intention.

Because leadership that connects = leadership that performs.

I’m betting you have some great questions you ask your team. Comment and let me see what you got!

I’m cheering for you!
~ Alyson

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Go Ahead, Try It!

1. Ask one POWER QUESTION today — Pick one from the list (“What’s good?”, “What’s bringing you joy?”, or “What are you looking forward to?”) and ask it in a conversation with a team member. Listen closely and take

mental notes—you’ll learn more than you expect.

2. Turn the answer into action — Use what you learn to show up intentionally. For example, if they mention looking forward to a family event, follow up later and ask how it went. That simple gesture can build major trust and connection.

Here’s my challenge to you—don’t wait for the perfect moment. Make one today. Ask a POWER QUESTION, listen like it matters (because it does!), and follow through in a way that shows you see them. That’s how trust is built. That’s how leaders make waves. Let’s go!

When the economy feels uncertain, your leadership shouldn’t.

Now’s the time for steady, strategic guidance—because how you lead today shapes what’s possible tomorrow. Our executive coaching and training options are built to help you and your team lead with clarity, confidence, and results.

If you’re ready to turn everyday conversations into measurable leadership impact, let’s talk soon.

Leadership is often compared to a journey—one filled with obstacles, choices, and moments of triumph. But perhaps the most fitting comparison is to the sherpas of the Himalayas.

These elite guides don’t just climb mountains. They lead others safely through some of the most treacherous conditions on Earth, ensuring their followers reach the summit. The best leaders in business do the same. They chart the course, shoulder responsibility, and make decisions that can mean the difference between failure and success.

So how can we learn to lead like a sherpa? Let me share a story.

Why Sherpas Are the Ultimate Leadership Guides

During a recent international conference in Orlando, I struck up a conversation with a gentleman named Vaibhav Nahata—my first Nepali friend. He asked me to call him “Happy,” and he lived up to the name. With warmth and enthusiasm, he answered all my questions about his culture.

Before we parted, Happy gave me a gift: a traditional Nepali head covering called a dhaka topi. It was a kind gesture, but what stuck with me most was our discussion about Mt. Everest and the sherpas who make the impossible possible.

Success At High Levels: Lessons from Sherpas

Happy and I are not climbers. But like millions of people around the world, I am fascinated by those who push the limits of human endurance. Few groups embody that better than sherpas.

Originally a nomadic Tibetan ethnic group, sherpas developed an extraordinary ability to thrive in the high-altitude environment of the Himalayas. Today, they are globally recognized as the premier guides for Mt. Everest expeditions. Every year, climbers literally put their lives in the hands of sherpas as they attempt the summit.

The statistics are staggering: from 1953 through December 2024, there have been 12,884 successful Everest ascents. More than half were made possible by sherpas leading paying climbers. One man, Kami Rita Sherpa, has summited Everest 30 times—the most in history.

Clearly, sherpas don’t just survive in extreme conditions. They succeed at the highest level.

The Sherpa Job Description: A Leadership Blueprint

Consider what a sherpa is expected to do:

Carry heavy loads of equipment, food, and oxygen.Set up camps and prepare meals.Scout dangerous terrain and chart the safest routes forward.Secure ropes and ladders for others to follow.Lead rescue operations when things go wrong.

And they do all this at nearly 29,000 feet above sea level.

That “job description” sounds familiar. In many ways, it mirrors what great leaders are called to do for their teams every day.

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5 Leadership Lessons from Sherpas

When you step back, the parallels between sherpas and effective leaders are striking. Here are five leadership lessons sherpas can teach us:

1. Navigate Change with Intention

Sherpas chart their path daily, adapting to unpredictable conditions. Leaders must do the same—adjusting plans and finding the best way forward when challenges arise.

2. Decide Under Pressure

High-altitude decisions must be made quickly and wisely. Similarly, leaders must be decisive under pressure, guiding teams through uncertainty without hesitation.

3. Perform at High Levels Without Ego

Sherpas operate in rarefied air above what most people can achieve, yet they remain humble. Strong leaders perform at a high level without becoming “light-headed” or “big-headed.”

4. Persist Through Fatigue and Setbacks

Physical exhaustion and mental stress are daily realities for sherpas. Leaders, too, must persist through setbacks, modeling resilience for their teams.

5. Shoulder Responsibility

Sherpas accept responsibility for the safety of those they guide. The best leaders embrace responsibility as well—taking ownership of their team’s mission and outcomes.

At Van Hooser Leadership, we always say leadership has been, is, and always will be about offering service to those who are following and taking action to be the best we can be. Here are 5 more powerful leadership lessons from actual sherpas.

Your Leadership Journey: Becoming a Sherpa-Style Leader

Whether you’re leading a company, a team, or even yourself, your leadership journey will include steep climbs and treacherous terrain. Like the sherpas, your role is to guide, support, and make the tough calls that help others succeed.

So ask yourself:

What kind of leader do I want to be?Am I willing to shoulder responsibility, push through adversity, and serve those who follow me?

The world needs more leadership sherpas. Step up. Lead with intention. And remember—your team and your legacy depend on it.

FAQ: Sherpa Leadership LessonsWhat is sherpa leadership?

Sherpa leadership is guiding others by shouldering responsibility, navigating obstacles, and ensuring team success under pressure.

Why compare leaders to sherpas?

Because sherpas embody endurance, humility, and selfless service—qualities essential to strong leadership.

How can I lead like a sherpa at work?

By making decisions under pressure, encouraging persistence, and putting the success of your team ahead of your own recognition.

Strong leaders guide others—let us help you lead effectively. Explore Van Hooser Leadership Online.

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Lead Like a Sherpa

Leadership is often compared to a journey, one filled with challenges, obstacles, and moments of triumph. But perhaps one of the most fitting comparisons is between great leaders and the sherpas of the Himalayas. These elite guides don’t just climb mountains—they lead others safely through some of the most treacherous conditions on Earth, ensuring their followers reach the summit successfully. The best leaders in any field do the same. They chart the course, shoulder the weight of responsibility, and make decisions that can mean the difference between failure and success. So how can we learn to lead like a sherpa? Let me share a story.

I met a most interesting gentleman during a recent international conference in Orlando. His name — Vaibhav Nahata. Vaibhav immediately became my first Nepali (Nepal native) friend. Our hallway encounter yielded an animated conversation during which “Happy” (his preferred nickname) enthusiastically answered my questions concerning his country and culture. In parting company, Happy gifted me a traditional Nepali head covering, called a “dhaka topi” (pictured here).

Success At High Levels

While talking with Happy, the subject of Mt. Everest, international climbing expeditions, and high-altitude mountaineering arose. Happy is not a climber. Nor am I. Still, I’m forever fascinated by those able to do what most can’t (or won’t) and do “it” (whatever “it” may be) at an exceptionally high level. In the case of high-altitude climbing, that would unquestionably be sherpas.

In case you don’t know, sherpas were originally a nomadic Tibetan ethnic group. Over the centuries, they established a rich culture and tradition rooted in superior climbing while developing an exceptional capability for extreme physical endurance at high altitudes. Today, sherpas are world-renowned as the premier guides and porters for high-altitude mountaineering, most notably Mt. Everest ascents. Each year, hundreds of paying customers literally put their lives in the hands of these sherpas as they follow them in the quest to realize their individual goals and dreams.

The Sherpa Job Description

Since 1953, when the mountain was opened to foreign adventurers, through December 2024, there have been 12,884 successful Mt. Everest ascents. Of those, more than half (6,590) have been accomplished by sherpas leading paying customers (6,294) to the top. One particularly high-performing sherpa, 55-year-old Kami Rita Sherpa, has successfully made the climb more than any other human being. He’s conquered Everest thirty times (as of December 2024). Once a year since 1994. One climbing season, he did it—TWICE!

The accomplishments of these sherpas are even more remarkable when considering their daunting job description. Sherpas are expected to carry the load (equipment, food, supplies, oxygen) for their followers, set up the camps, cook and do meal prep, identify upcoming dangerous areas, determine the safest routes going forward, set the required ropes and ladders, and when necessary, lead rescue operations when things don’t go as planned. Oh yeah, and they do all these things on a mountain that reaches 29,032 feet above sea level.

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The Leadership Connection

You may be wondering: “So Phil, this is all interesting enough, but what’s your leadership point?”

My point is this: If you step back and take a long look, the roles and responsibilities of the sherpa guides reflect the roles and responsibilities of the best leaders I work with daily. Consider these 5 lessons every leader can use.

Sherpas navigate their paths daily and intentionally, working to find the best way through ever-changing situations, even occasional perilous conditions. The best leaders do the same.High-level decision-making is a must for sherpas, as they often have little time to solve developing problems. Great leaders must also be decisive under pressure.Operating at a high level in the rarified air above what most can achieve is second nature to sherpas. Likewise, strong leaders must perform in demanding environments without becoming light-headed or big-headed.Physical fatigue and mental stress are constant challenges for sherpas, yet they push through to fulfill their duties. Effective leaders must also persist through exhaustion and setbacks.Accepting responsibility and stepping forward when it matters most defines a sherpa’s role. The best leaders do the same, taking ownership of their teams and their missions.

At Van Hooser Leadership, we always say leadership has been, is, and always will be about offering service to those who are following and taking action to be the best we can be. Here are 5 more powerful leadership lessons from actual sherpas.

Your Leadership Journey

Whether you’re leading a company, a team, or even just yourself, your leadership journey is filled with obstacles and opportunities. Like the sherpas, your role is to guide, support, and make the tough calls that enable others to reach new heights. So ask yourself…

What kind of leader do you want to be? Are you willing to shoulder the responsibility, push through adversity, and serve those who follow you?

The world needs more leadership sherpas. Step up, take action, and lead with intention. Your team—and your legacy—are counting on you.

Strong leaders guide others—let us help you lead effectively. →