My Vision

Sharing Real World Experiences

My passion in life is to share my experiences with those around me, I love to hear about where people have been and things that they’ve seen. Our individual encounters with the people around us is what makes life interesting.

No individual will perceive any event the same way that another does. One of the most valuable teaching tools that we have as human beings is our ability to share and learn from each others’ experiences.

I will be using this platform to share my own knowledge and strategies to empower other leaders to be more effective in the workplace, and their individual lives.


It has been my experience that there seems to be a major misunderstanding between management and front line staff. Primarily with expectations on both ends.

One of my goals is to take what I have experienced and witnessed and try to fill in the gaps of missing information for both sides in order to help everyone set more realistic expectations for each other.

It has been my experience in management over these many years that a lot of frustration arises because both front line staff as well as management have unclear or changing expectations. I am aiming to share the tools and practices that I use with my staff to help create unity and understanding.


I have worked in several different industries in a couple different states and the more I look back the more I notice a common thread. In most (Not all) of the places I have worked there has been a spirit of conflict among the staff and management. As if they were two forces working against each other, and in some cases this hasn’t been too far from the truth.

I feel that one of the roots to this issue lies with my previous point about misunderstandings, however really pinning down the “why” of this issue is very difficult and definitely resists a quick one sentence quip that many leadership seminars attempt to push.

Management tends to feel like their staff are constantly trying to take advantage of them and trying to get away with doing as little work as possible and therefore treat them as such. Now this definitely does happen, I’m not going to argue that point, we know who you are and you’re not getting away with anything.

However, this is not as widely spread as many may think. A lot of managers run into one or two of these employees and assume that one bad apple ruins the bunch. In my experience Employees will typically rise to level of success that you as a manager, A) Equip and train them for and B) Expect them to achieve.

If you have a bunch of decent employees and one slacker and you begin to treat everyone else with the same amount of micromanagement that you may treat that lone slacker with, how do you think your staff will respond? Typically it has been my observation that the remaining employees will adopt the attitude of, “Well if I’m going to get in trouble for it anyway, I might as well do it.”

The Point

If we as leaders are to change our corporate landscape, we must stand in the gap between our ever present disembodied overlords at the corporate office and provide our staff with a healthy, comfortable, safe workplace where they do not feel that they have to spend the majority of their days protecting themselves from undeserved reprisal.

There is hope, according to a 2017 survey conducted by the Society for Human Resource Management, overall employee satisfaction and engagement has been improving since 2015. Society For Human Resource Management Survey

If this trend continues our workplaces will be more productive, happier, and more engaging. It is the responsibility of leadership to not only lead, but to be an example and an advocate for those that are in their charge.

It is my goal to share my experiences with those in leadership around me as well as front line staff in all areas in order to promote cooperation and unity in the workplace.


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