Managing Up: Influence Without Authority and the Power of Professional Pushback

It starts with a text or an email...

Your boss asks you to jump into a project — one that wasn’t on your radar and doesn’t fit your current priorities. You feel that familiar tug: Should you say yes to show you're a team player? Push back and risk looking difficult? Or stay silent and let your priorities take the hit?

If that sounds familiar, you’re not alone.

Managing up — the art of leading when you’re not in charge — is one of the most underdeveloped yet essential skills in today’s workforce. And it doesn’t just affect your to-do list. It shapes your reputation, your stress level, and your long-term success.

What It Really Means to “Manage Up”

Managing up isn’t about manipulation or politics. It’s about proactively shaping your working relationship with leadership so that you can do your best work — while also helping them succeed.

It means:

  • Understanding what your boss truly values
  • Anticipating their needs without overcommitting
  • Communicating boundaries clearly and respectfully
  • Influencing priorities through insight, not ego

This is especially challenging when the power dynamic feels unbalanced. But here’s the truth: you have more influence than you think.

This is especially challenging when the power dynamic feels unbalanced. But here’s the truth: you have more influence than you think.

Influence Starts with Clarity

The most effective professionals don’t wait for permission to lead — they identify what matters most to their leaders and align their communication accordingly. They understand their own priorities and protect them without drama. And they prepare for tough conversations instead of winging it.

In short: they manage up.

A Personal Story: When the Boss Ends Up with the To-Do List

Earlier in my career, I had a boss who once joked, “I hate having one-on-ones with you — I always come out with more to do than you!”

It was said tongue-in-cheek, but there was truth behind the laugh.

I had learned to manage up effectively — not just by saying “no” or “not now,” but by reframing requests to reflect the real sequence of work. If a task wasn’t actionable for me yet — because I needed a decision, a resource, or alignment — I’d point that out. Politely, but clearly.

Over time, those conversations became opportunities to clarify ownership. Without realizing it, my boss started leaving our meetings with punch lists of his next steps — things he needed to resolve before handing the issue off. That’s not manipulation. That’s alignment. And that’s what good managing up looks like.

Now, let’s break down how to get there.

1. Translate Their Priorities

To influence someone, you need to speak their language. That starts with understanding what your boss truly cares about.

This isn’t just what they say — it’s what they track, reward, escalate, and revisit. Are they focused on operational efficiency? Client satisfaction? Compliance? Cost savings? Growth?

When you identify those drivers, you can position your messages, pushbacks, and proposals in a way that resonates.

Instead of: “I’m overloaded right now.”

Try: “To keep Project Falcon on track for Friday’s launch, I’d recommend we delay my involvement in the new marketing sprint by one week. That way, we don’t risk delivery timelines.”

This shows that you understand the broader picture — and that you’re focused on what matters most to them, not just what matters to you.

Pro Tip: Use their language. If they use words like “risk,” “velocity,” or “customer experience,” echo those terms in your communication. It builds alignment without requiring agreement on every detail.

2. Protect Your Priorities

Managing up doesn’t mean saying yes to everything. In fact, one of the most important skills is learning how to say no — strategically, respectfully, and credibly.

Many professionals fear that pushing back will make them look resistant or uncooperative. But done well, it does the opposite. It demonstrates that you think critically, manage time effectively, and care about results.

The key is to frame your “no” around trade-offs, not refusals.

Try this:

“I’d like to support that, but given my current workload, I’d either need to shift deadlines or delegate parts of it. Would you prefer I focus on A or B this week?”

You’re not throwing up roadblocks — you’re offering options and inviting prioritization. That keeps the conversation solution-oriented and positions you as a partner, not a problem.

Pro Tip: If you're worried about coming across as inflexible, try adding: “Here’s what would need to happen to make that work.” This invites collaboration instead of conflict.

3. Prepare for Tough Conversations

Most of us go into high-stakes conversations underprepared. We assume we’ll “just explain it” in the moment. But with authority dynamics in play, clarity and confidence often disappear under pressure.

That’s why planning matters.

Before a tough conversation, script your opening. Identify the key message you want to convey. Anticipate their response. Choose your tone intentionally — calm, curious, firm, open.

Example opener:

“I want to make sure I’m supporting your top priorities, and I’ve noticed a few areas where we might need to realign. Can I walk you through what I’m seeing?”

This kind of message avoids blame, shows respect, and opens the door for dialogue. From there, you can share what’s not working — and propose a path forward.

Pro Tip: End the conversation with clear next steps for both of you. This reinforces accountability — and helps avoid misunderstandings or drift.

The Right Tools Make It Easier

Most of us were never taught how to manage up. We learned through trial, error, and the occasional career bruise.

That’s why I created this month’s free tool:

Managing Up Playbook: Influence Without Authority

It includes:

You’ll walk away with practical strategies you can use immediately — whether you’re dealing with a micromanager, a hands-off leader, or someone who simply doesn’t see the load you’re carrying.

Download Now!

Final Thoughts

Influence isn’t about job titles — it’s about how you show up.

Managing up is one of the highest-leverage skills you can develop, especially in fast-moving environments where clarity, trust, and time are in short supply. And when you combine influence with the ability to say no strategically, you protect not just your time — but your long-term impact.

You deserve to be effective without being overwhelmed. This month’s toolkit will help you get there.

Making Real Progress When Everything Feels Urgent

Note from Bryan:

This month’s blog is arriving a little later than usual — and for a joyful reason! My daughter was married this week, and between celebrating with family and traveling home, the blog (rightfully) took a back seat for a few days. Thank you for your understanding and your continued readership. Now, let’s dive in!

A fresh start for the blog — and for your focus.

Welcome to the New Format

When I started The Griffen’s Lair one year ago, I committed to a bold rhythm — one new blog every week, each paired with a downloadable tool designed to help leaders and professionals grow with clarity and confidence. That was May of 2024.

Now, a full year and 50+ tools later, this blog is evolving.

Going forward, you’ll hear from me just once a month — but each post will go deeper. I’ll share more stories from my work with coaching clients, more nuanced tools, and more practical guidance to help you lead with greater impact. These posts will be longer, more intentional, and — if I’m doing my job well — more valuable.

This shift isn’t about pulling back. It’s about focusing forward.

Why We’re So Busy… and Still Not Advancing

One of the most common challenges I hear from leaders — especially technical professionals and operational managers — is this: “I’m working constantly, but I don’t feel like I’m getting anywhere.”

It’s a frustrating space to be in. You’re showing up every day, fielding back-to-back meetings, answering messages that never stop coming, and pushing projects over the line. And yet, despite the effort, the big stuff — the work that really matters — keeps getting postponed.

That kind of workload doesn’t just wear people out. It eventually undermines confidence, direction, and momentum.

And in nearly every case, the root cause isn’t that people aren’t capable. It’s that they’ve lost their filters.

It’s Not About Time — It’s About Clarity

Urgency isn’t going away. Every one of us faces real demands. Some deadlines are non-negotiable. Some issues truly are pressing. The modern workplace is a fast-paced environment, and most professionals are managing a heavy load.

But urgency only becomes a problem when we no longer know what matters most.

When we haven’t clearly defined our goals or when we’ve taken on so much that everything feels equally important, urgency becomes a trap. It pulls our attention to what’s loudest, not what’s most meaningful. And over time, we begin to confuse movement with progress.

That’s why I often say that the real issue isn’t urgency itself. The real issue is the absence of a framework for prioritization.

A Client Story: How One Leader Reclaimed Their Focus

Let me share an example from a coaching engagement I had with a senior operations leader — we’ll call them Alex.

When Alex and I began working together, their calendar was a wall of meetings. Every hour was claimed. They were constantly responding to messages, putting out fires, and jumping in to help wherever needed. From the outside, it looked like Alex was highly engaged and indispensable.

But inside? They were burning out.

Alex told me, “I’m constantly working, but nothing feels like it’s really moving forward.”

We dug in together. What we uncovered was that Alex was responding to everything — because they hadn’t built a system to decide what to say “yes” to… and what to let go of. Like many capable professionals, they felt uncomfortable saying “no.” They didn’t want to disappoint their team, their peers, or their leadership. And without a clearly defined filter, everything felt urgent.

So, we built one.

Together, we identified Alex’s top three strategic priorities for the quarter. We developed language they could use to confidently — and respectfully — decline or delegate tasks that didn’t align with those priorities. We blocked time on the calendar for focused work and treated it as protected space. And we coached the team on how to self-sort issues before escalating them unnecessarily.

Within four months, Alex noticed a difference. The interruptions slowed. The team began making more decisions independently. And the right work — work that aligned with strategy — began moving again.

By the six-month mark, Alex had reclaimed over six hours each week. That’s nearly a full workday they could now invest in strategic planning, leadership development, and moving forward instead of catching up.

A Simple Filter for Complex Demands

You don’t have to say yes to everything. You just need a way to decide.

Here’s the three-question filter I gave Alex — and that I now offer to many of my clients when they feel overwhelmed:

  1. Does this move me closer to a meaningful goal?
  2. Am I the only person who can do this?
  3. What is the cost of doing this now versus doing it intentionally later?

You won’t always have a perfect answer. But these questions provide a starting point — one that helps you distinguish between what’s urgent and what’s important, what needs you specifically, and what might be better delegated, deferred, or dropped.

Thought Traps That Keep Us Stuck

We also spent time working through mindset shifts. One of the most common “thought traps” I see leaders fall into is this:

“If I don’t do this now, everything will fall apart.”

But here’s the truth:

“If I do everything, nothing strategic will ever move forward.”

Learning to let go is hard. But it’s also necessary — because leadership isn’t about doing it all. It’s about doing what matters.

The Strategic Time Focus Toolkit

A while back, I created a simple Eisenhower-style matrix to help people sort through what’s urgent and what’s important. It worked well. But as we step into this new monthly rhythm, I want the tools to evolve, too.

So, with this month’s post, I’m including a completely reimagined version — what I now call the Strategic Time Focus Toolkit.

This isn’t just a worksheet for today’s to-do list. It’s designed to help you manage focus and alignment across a full month.

Inside, you’ll find:

Like the blog, this tool is built to go deeper — to guide you toward thoughtful, intentional progress over time.

Download Now!

Your Challenge for May

Before that tool even lands in your inbox, I want to leave you with a simple challenge.

Block two hours this week.
Silence your notifications. Close your inbox. Let your team know you’re unavailable.

Then use that time to reflect. Ask yourself:

  • What’s actually driving my work right now — intention or urgency?
  • Do I have clear goals guiding my effort?
  • Where am I saying “yes” to tasks that don’t align with what matters?

No one gives you time to reflect.
You have to take it.

And that’s why I’m here — to help you pause, reflect, and act with intention.

Final Thought

You’ve likely heard the saying: “Work on your business, not just in it.”

The same holds true for your leadership. If you’re constantly reacting, constantly accommodating, constantly pulled in every direction, it’s nearly impossible to build something meaningful.

Progress — real progress — requires clarity. It requires space. And above all, it requires courage to say: “This matters, and I’m going to protect time for it.”

So, here’s to leading with focus. I’ll see you again next month — with a tool I believe you’ll find incredibly useful. Until then — lead with clarity, act with courage, and grow on purpose.

— Bryan

Elevating the Conversation: Here’s What’s Changing — and How It Helps You

I launched The Griffen’s Lair one year ago with a simple vision: to share practical tools, actionable insights, and hard-earned lessons to help leaders and professionals grow. At the time, I set a bold cadence — one new blog every single week, complete with a downloadable tool. That first blog went live in May 2024.

Now, after a solid year of weekly blogs, leadership tools, and strategy resources, my email list has grown from 150 to nearly 1,000. My tools have been downloaded more than 4,000 times. And I’ve received incredible feedback from many of you about the value these blogs and tools have brought to your careers and teams.

It’s been an incredible journey — one that’s pushed me creatively and helped me better define how I serve. But here’s the truth: volume isn’t the same as impact. And I’ve realized that what truly moves people isn’t more content — it’s the right content, delivered with clarity and intention.

So, it’s time for the next evolution of my blog. This pivot isn’t about stopping something, it’s about leveling up.

The Pivot: What’s Changing and Why

Starting in May, I’m moving to a new monthly blog format.

This change will give me more time to go deeper into topics that matter — and more space to share stories, insights, and real-world experiences from coaching, consulting, and leadership.

Here’s what you can expect in this new chapter:

  • One high-impact blog each month: Rich in insight, reflection, and real-world relevance.
  • A story-first format: Featuring coaching experiences, case studies, leadership challenges, and practical lessons learned from the field.
  • A premium downloadable tool: Still free, still actionable — just like always.
  • A clear path to take action — if you're ready: Something for those who want to go further, faster — whether that means coaching, consulting, or team development.

This monthly format will feel less like a class and more like a conversation—about what matters, what works, and how to keep growing through every stage of your career. This shift reflects a deeper alignment with my purpose:

“To shape influential, confident, high-performing leaders — one meaningful conversation at a time.”

Why It Matters

The world doesn’t need more content. It needs content that connects. That makes people stop, reflect, and take action.

That’s my goal with this new format:

Less noise. More clarity.
Less volume. More value.
Less “content for content’s sake.” More meaningful conversations.

🙏 Thank You for Being Here

Whether you’ve read one blog or fifty… downloaded every tool or just skimmed a few… I’m genuinely grateful to have you here.

You’ve helped me shape this space into something real, something useful, something that’s worth continuing. And I hope you’ll stick around to see what’s next.

So, here’s what to expect:

📬 On the first Tuesday of each month, you’ll receive the newly formatted blog.

🛠️ Each edition will include a takeaway tool, reflection prompt, or resource.

🧠 You’ll also see a shift toward stories, client insights, and the mindset behind successful growth — not just tactics.

Whether you’re navigating a new leadership role, facing a career crossroads, or building a high-impact team, my goal is simple: to support your success with insight, empathy, and practical tools that work.

And if you ever want to go deeper, work together, or share a challenge you're facing, just reply to one of those emails. That’s what I’m here for.

Coming in May…

We’re kicking off the new monthly format with one of the biggest challenges I hear from coaching clients:

How do you make real progress when everything feels urgent?

If your calendar is packed, your inbox is endless, and your priorities feel like they’re on fire — this blog is for you. We’ll walk through a real coaching scenario to show how one leader reclaimed control, built strategic focus, and finally started moving the needle in the right places.

And yes — there’s a practical tool to help you do the same!

Stay tuned. Let’s make the next chapter even better than the last.

Final Thought

Sometimes growth means doing more.
Sometimes it means doing less—but better.

This next chapter is about better.

And for the first time in a year — there’s no downloadable tool in this post. That’s not an oversight. It’s a signal. The next one arrives with a new season of insight, starting in May.

See you then.

— Bryan.

You Don’t Have to Grow Alone: How to Build a Personal Advisory Board

Who’s Helping You Grow?

It’s a question I often ask my coaching clients. And the answer is usually one of two things:
“I’m figuring it out on my own,” or “I have some good people I turn to — but nothing consistent.” And let’s face it — most of us have been taught to go it alone.

Especially in technical or operations-driven roles, we’re rewarded for being the problem-solver, the expert, the person who can quietly deliver results. And while self-sufficiency is a strength, it can also become a trap — because the higher you rise, the harder it becomes to see your own blind spots.

The truth? Career growth isn’t a solo sport.

Even the most talented professionals eventually reach a point where they need insight, encouragement, accountability, or just someone to ask the hard questions. That’s where a personal advisory board comes in.

What Is a Personal Advisory Board?

A personal advisory board is a small group of trusted individuals who offer guidance, challenge your thinking, hold you accountable, and support your development. It’s not a formal organization—it’s a personal network with purpose.

Think of it as your career cabinet — a group of advisors who offer wisdom, ask the tough questions, provide fresh perspective, and remind you what you’re capable of when you forget.

This is not another layer of meetings. You don’t have to gather them in one place. In fact, some may never even know they’re part of your board (and that’s okay — more on that later).

Your board might include:

  • A former boss you still admire
  • A peer who helps you think strategically
  • A coach or mentor who offers perspective
  • A trusted friend who always tells you the truth

It’s not just about networking. It’s about surrounding yourself with clarity, wisdom, and encouragement.

Why It Matters

Most people only reach out for support when something’s broken — when they’re burned out, passed over for promotion, or unsure what to do next. But that’s like trying to build a bridge after you’ve already fallen in the river.

Your personal advisory board:

  • Expands your perspective beyond your department or immediate circle
  • Reveals blind spots you didn’t know you had
  • Gives feedback and encouragement during growth phases
  • Holds you accountable to the goals you’ve set
  • Reduces isolation, especially for independent thinkers or self-reliant professionals

Growth is faster — and far less frustrating — when you’re not doing it in a vacuum. However, you don’t need dozens of voices. You just need the right ones.

Who Belongs on Your Board?

Let’s build your dream team.

The most effective boards include a diverse mix of roles and perspectives. Here are five types of people to consider:

RolePurpose
🧭 MentorShares experience, helps you see the big picture
💡 ChallengerPushes you to think differently or go further
🤝 ConnectorIntroduces you to people or ideas you wouldn't find on your own
👂 ListenerOffers a safe space to process thoughts or fears
🚀 ChampionBelieves in your potential and reminds you of it

You probably already know some of these people. Now’s the time to make those relationships more intentional.

How to Build Your Personal Advisory Board

  1. Clarify your development goals
    What kind of growth are you working on? Leadership? Strategic thinking? Confidence? Are you working toward a promotion? Trying to communicate more effectively? Having clarity helps you choose the right advisors.
  2. Identify which roles you need filled
    You might need a Mentor and a Challenger — or maybe you’re missing a Connector. Use the table above as a guide.
  3. Brainstorm candidates
    Who do you admire? Who gives you energy? Who challenges you in a healthy way? Think outside your immediate circle. Former colleagues, professors, industry peers, or someone you’ve admired from a distance can all qualify.
  4. Make the ask — if appropriate
    Some people will know they’re on your board; others may not (and that’s okay). For those you approach directly, be clear:

“I’m building a small personal advisory board to help guide my growth. I’d really value your insights over the next year. Would you be open to a conversation every few months?”

  1. Engage with purpose
    Keep in touch regularly. Don’t wait for a crisis. Ask questions, share updates, and show appreciation. This isn’t a one-time meeting — it’s an ongoing relationship. So, decide up front how you will engage. Will you meet quarterly? Send updates every other month? Ask for feedback on specific milestones?

A Real-World Example (Client Story)

Let me tell you about a client (we’ll call him Alex) who made incredible progress with a personal advisory board.

Alex was a project engineer in a large manufacturing company. His goal was to move into project management — but after two failed attempts at internal promotions, he came to me feeling frustrated and stuck.

We worked together to build a personal advisory board to support his growth. Here’s what happened:

  • A former manager became his Mentor, helping him identify internal training opportunities and understand what made successful PMs stand out.
  • A peer in another division served as his Challenger, pointing out blind spots in his communication style — particularly in cross-functional meetings.
  • A senior engineer acted as a Listener, helping him process feedback and prepare for promotion interviews.
  • A team lead from a previous project served as his Champion, reminding him of his leadership potential when self-doubt crept in.

Within nine months, Alex had:

And this time, he got the promotion.

“I wouldn’t have gotten here without those people,” he told me. “They saw things in me I couldn’t see in myself.”

That’s the power of a personal advisory board.

Free Tool: Personal Advisory Board Builder

This week’s tool walks you through the entire process:

  • Define your growth goals
  • Choose the right roles
  • Brainstorm potential advisors
  • Plan your outreach
  • Track your touchpoints

It’s simple. It’s strategic. And it’s yours to customize. Whether you formalize it or keep it loose, this tool helps you bring structure to the relationships that fuel your growth.

Download Now!

Frequently Asked Questions

Q: Do the people on my board need to know they’re on it?
Not necessarily. Some will know—especially if you ask for regular check-ins. Others may simply play that role in your life informally. Some may not even know they’re guiding you (e.g., thought leaders or authors you follow closely). All are valid.

Q: If someone knows they’re on my board, should they know who else is?
Only if it adds value. Some people enjoy the idea of a connected group; others prefer one-on-one relationships. Either approach works.

Q: Should I ever gather my board together for a formal meeting?
Sometimes. If you're facing a major decision, launching a new initiative, or want diverse input on a focused topic, a virtual roundtable or small group session can be powerful. But most personal advisory boards function through one-on-one touchpoints.

Q: What’s in it for them?
Your advisory board members may gain:

Remember: people love to help when the request is clear, respectful, and purposeful.

Q: Should HR or my manager be involved?
Generally, no. This is a personal tool, not a formal HR process. However, if you’re part of a development program or want to share your growth journey with your manager, it can be a great supplement to the conversation.

Q: What if someone says no?
That’s okay. People are busy or may not feel like the right fit. Don’t take it personally — just move on and find someone whose timing and energy match your needs. The right people will say yes.

Q: How long should someone be on my board?
There’s no fixed term. A good rule of thumb is to reassess your board every 6–12 months. You may need different perspectives as your goals evolve. Some members will stay long-term; others may rotate out naturally.

Final Thoughts

Here’s the bottom line:

And honestly? You probably shouldn’t.

Building a personal advisory board isn’t about adding more to your plate. It’s about adding the right voices to your life — people who help you grow, see clearly, and move forward with confidence.

✅ Download the Personal Advisory Board Builder, take 15 minutes, and sketch out your dream team.

You’ll be amazed at what you can achieve when you stop going it alone.

What’s Missing? How to Identify and Fill the Gaps Holding You Back

Career growth doesn’t happen by accident. It’s not just about showing up and working hard — it’s about consistently stepping into the next version of who you need to become.

Whether you're aiming for a promotion, preparing for a career pivot, or just trying to be more effective in your current role, there's one critical question you need to ask:

What skills do I need next — and how do I get them?

This week, we’re focusing on one of the most overlooked steps in personal development: identifying and intentionally closing skill gaps.

And no, this isn’t about fixing flaws. It’s about fueling your growth.

Why Skill Gaps Matter

Everyone has skill gaps. The difference between people who stagnate and those who thrive is how they respond to them.

Skill gaps aren’t signs of weakness — they’re indicators of potential. They highlight the next thing you need to master to elevate your performance, expand your influence, or prepare for a new opportunity.

But here's the challenge: most people don’t take the time to identify their gaps until they’re forced to — when an opportunity passes them by, when feedback hits hard, or when they feel stuck.

Intentional growth means getting ahead of that curve. And it starts with awareness.

Three Core Areas to Explore

When scanning for gaps, it’s helpful to break down your skillset into three buckets. Each one plays a role in your professional evolution:

1. Technical & Functional Skills

These are the core capabilities required to do your job well. Examples include:

  • Mastering tools, platforms, or systems
  • Learning new methodologies or certifications
  • Understanding industry-specific knowledge

Example: A supply chain professional may need to learn advanced forecasting models or a new ERP system to move into a more strategic role.

2. Soft Skills & Leadership Behaviors

These often make the difference between someone who executes tasks and someone who leads others. Think:

  • Communicating clearly across functions
  • Resolving conflict
  • Influencing without authority
  • Managing time, priorities, and people

Example: An engineer who aspires to lead a team may need to develop their delegation and coaching skills.

3. Strategic & Business Awareness

These skills help you understand the bigger picture:

  • Financial acumen
  • Decision-making frameworks
  • Market awareness
  • Organizational dynamics

Example: A team leader looking to grow into a director role might need to strengthen their business case writing or stakeholder management skills.

How to Identify Your Skill Gaps

Start by asking yourself two key questions:

“Where am I now?”

Take a moment of honest reflection. What parts of your current role feel challenging or unfamiliar? What feedback have you received lately — formally or informally?

“Where do I want to go?”

Look at the role, level, or capability you want to grow into. What does that future version of you need to be able to do with ease?

Then compare the two.

Also consider:

These will help illuminate gaps that may not be obvious from the inside.

Close the Gap: Build a Development Plan That Works

Awareness is powerful — but action is transformational.

That’s why I’ve created a free tool to help you do more than just identify your gaps. The Skill Gap Analysis & Development Planner walks you through the process of:

You don’t have to tackle everything at once. In fact, I recommend choosing one or two key gaps and focusing on those for the next 60–90 days.

Whether it’s enrolling in a course, finding a coach, practicing a new behavior, or shadowing someone with that strength — progress starts with one clear next step.

Learning Is a Leadership Behavior

Filling skill gaps isn’t just a tactical exercise — it’s a mindset. A commitment to growth. It says: “I’m not done learning. I’m ready for more.”

That’s what great leaders do. And it’s what sets top performers apart. So, don’t wait until a new opportunity reveals what you should have learned. Get ahead. Get intentional. And start closing the gaps that matter most.

Download the free Skill Gap Analysis & Development Planner and take the next step toward your future.

Download Now!

Time Utilization for Growth: Are You Spending Your Time Where It Matters Most?

If someone audited your calendar, what would they say you value most?

Would it reflect your personal and professional goals? Or would it read more like a reaction log — endless meetings, urgent requests, and tasks that keep you busy but don’t move you forward?

One of the most overlooked truths about career growth is this: it’s not just about working hard, it’s about being intentional with your time.

Last week, we focused on navigating career transitions — how to step into a new role with clarity and purpose. This week, we’re taking that conversation a step further. Because once you’re in a new role (or even a familiar one), the next challenge is figuring out how to spend your time in a way that supports continuous growth.

Your Time Tells a Story

Time is your most limited professional resource. Once spent, it’s gone. And yet, most of us treat our calendars like a game of Tetris—filling in every available block with meetings, tasks, and “just one more thing.”

But here’s the truth: how you spend your time is how you shape your career.

If you’re constantly in reactive mode — jumping from meeting to meeting or managing small fires — you’re likely underinvesting in the activities that create real progress: strategic thinking, skill development, personal reflection, and meaningful relationships.

That’s where intentional time utilization comes in.

The Four Categories of Time

Not all hours are created equal. Over time, I’ve found that professionals tend to operate within four primary time categories:

  1. Projects – Strategic initiatives, problem-solving, creative work, innovation
  2. Administrative – Email, reporting, scheduling, status updates
  3. Development – Learning new skills, coaching, feedback, professional growth
  4. Personal – Mental clarity, physical well-being, emotional recharge

The first two are where most of our hours tend to go. They’re the loudest. The most visible. The most “urgent.”

But the last two? That’s where future growth lives. And they’re the most at risk of getting squeezed out.

The Busy Trap

Let’s be honest — we’ve all said things like:

  • “I’m too busy for training right now.”
  • “I’ll get to that development course next month.”
  • “I wish I had more time to think.”

These aren’t time problems — they’re prioritization problems. And they often stem from the belief that productivity = progress.

But in leadership and in life, busyness without intention is just noise.

Realignment Starts with Awareness

The first step to reclaiming your time for growth is understanding where it’s currently going. Not where you think it’s going — but where it actually goes.

To help with that, I’ve created a Time Utilization Audit Worksheet — a quick, reflective tool that will help you:

  • Break down how much time you’re spending in each category
  • Identify imbalances or blind spots
  • Set realistic targets that align with your growth goals
  • Create small, meaningful changes that add up over time

There’s no “perfect” formula here. For some, a 60/20/10/10 split may work. Others may need something totally different. What matters is that your time reflects your values, responsibilities, and aspirations.

Yes — I Do This Too

If this sounds like a concept that’s “nice in theory,” I get it. But I want you to know: I use this exact method myself.

Running my own coaching and training business means I wear many hats—coach, strategist, content creator, sales lead, administrator. Without a clear picture of how I’m using my time, it’s easy to slip into reactive work and lose sight of what really moves the needle.

So, I regularly conduct my own time audits. In fact, I’ve developed a version of the Time Utilization Audit specifically for solopreneurs or business owners, like me, who juggle a variety of responsibilities and growth priorities.

If that’s you, grab the solopreneur version of the tool. It breaks down time categories to better reflect the entrepreneurial journey.

What Story Is Your Calendar Telling?

If your calendar told the story of your career — would it be the one you want?

Would it show steady investment in your learning and development?
Would it include the space you need to think, grow, and lead?
Or would it just show how good you’ve become at checking boxes?

Download the Time Utilization Audit Worksheet and take 15 minutes to assess where your time is going. You may be surprised by what you find — and empowered by what you choose to change.

Download Now!

If you’re working through this and would like some help aligning your time with your growth strategy, I’d love to chat.

Let’s make time work for you — not against you.

New Role? New You. How to Navigate Career Transitions with Confidence

Starting a new job, stepping into a bigger role, or joining a different company can feel like a whirlwind. There’s excitement, opportunity — and a fair bit of pressure. You’re expected to learn fast, build relationships, prove your value, and establish your place… all within a few short months.

That’s why how you manage the transition often has a bigger impact than your technical qualifications or past success. It’s one of those rare times in your career where intentional structure can change everything.

This week kicks off our April blog series on Career Growth and Personal Development. And we’re starting with one of the most pivotal moments in any career: a transition. Whether you're stepping into your first leadership role, joining a new team, or making a lateral move, this blog (and the free tool that comes with it) will help you hit the ground running.

Why Transitions Are Make-or-Break Moments

Most people don’t get fired in the first 90 days.
But many people get labeled — as someone who’s competent, uncertain, disengaged, impressive, or difficult to work with. Those impressions often stick far longer than we realize.

That’s why your transition period is more than just “getting your feet under you.” It’s your chance to:

And with the right structure, you can do all of this without burnout or guesswork.

The 3 Challenges of Any Career Transition

Whether you’re entering a new role, organization, or team, you’ll face some version of these challenges:

🔹 Information Overload

You’ll be absorbing new names, acronyms, workflows, expectations, and tools. It’s like drinking from a firehose — if you’re not strategic, it can feel overwhelming.

🔹 Relationship Building

Success depends on trust. You’ll need to quickly connect with colleagues, bosses, and collaborators — while navigating team dynamics and company culture.

🔹 Delivering Value Early

There’s often pressure (spoken or unspoken) to justify your hire, secure your spot, or “impress leadership.” But without context, it's hard to know how best to contribute.

This is where the 30-60-90 Day Strategy comes in.

The 30-60-90 Day Approach: A Roadmap for Success

Breaking your transition into three focused phases makes it easier to prioritize, pace yourself, and deliver at the right level at the right time.

Days 1–30: Learn and Observe

This is your onboarding sprint. Your goal isn’t to fix everything — it’s to understand the landscape.

Focus on:

  • Building context (people, products, processes, politics)
  • Asking thoughtful questions
  • Listening more than speaking
  • Noticing what’s said… and what’s not

💡 Pro Tip: Schedule one-on-ones with your peers and stakeholders. Ask, “What’s one thing you wish someone had told you when you started here?”

Days 31–60: Start Contributing

Now it’s time to show that you’ve been listening and start adding value. This doesn’t mean taking over — it means finding places where you can help without disrupting.

Focus on:

  • Taking on small, visible responsibilities
  • Contributing ideas in meetings
  • Finding one broken process to improve
  • Following up and delivering reliably

💡 Pro Tip: Ask your manager for feedback at the 45-day mark: “What’s something I could do more of — or less of — right now?”

Days 61–90: Lead and Deliver

In the final stretch, it’s time to lean into your strengths and show how you can lead — whether that’s through projects, ideas, or influence.

Focus on:

  • Owning a deliverable, project, or process
  • Proactively solving problems or streamlining something
  • Reflecting with your manager on early insights
  • Shaping your development goals for the future

💡 Pro Tip: Position yourself as a resource to others. Mentor a new team member. Offer to share learnings from your onboarding experience.

Free Download: 30-60-90 Day Success Planner

To make this even easier, I’ve created a free downloadable 30-60-90 Day Success Planner.

This tool walks you through:

✔ What to focus on in each phase
✔ How to build relationships and find quick wins
✔ Reflective questions to guide your thinking
✔ Space to map your goals and track your progress

You don’t need to stumble through your first 90 days. You need a plan!

Download Now!

Leverage Expert Guidance for Your Career Transition

Transitioning into a new role or organization is a pivotal moment in your career journey. Having navigated numerous career transitions myself — both within organizations and across industries — I understand the challenges and opportunities that come with these changes. This personal experience has fueled my passion for coaching professionals through similar transitions, equipping them with the tools and strategies needed for success.

At Griffen Executive Solutions, we specialize in empowering individuals during career transitions. Our tailored coaching sessions focus on:

But don’t just take my word for it. Here’s what one of our clients had to say:

"I cannot say enough positive things about the coaching sessions I received from Griffen Executive Solutions. The communication skills, strategy insights, and engagement techniques that I learned from the one-on-one sessions provided by Bryan Griffen directly resulted in my promotions and raise... I credit these sessions with giving me the tools to be offered a higher position in my organization and a salary increase."

— Devon C., Specialist for a major US organization

If you're embarking on a career transition and seeking guidance to navigate this critical period effectively, I'm here to help.

Reach out today to schedule a consultation and take the first step toward a successful transition.

Final Thought

Career transitions are a gift — not a disruption. They give you the chance to reset your habits, elevate your presence, and grow in new ways.

So don’t just “settle in.” Step up, lean in, and lead your transition — on purpose.

Mentoring Tomorrow’s Leaders: How to Develop Talent from Within

“The function of leadership is to produce more leaders, not more followers.” — Ralph Nader

Introduction: Great Leaders Build Other Leaders

Strong leadership isn’t just about driving results – it’s about developing people. The most impactful leaders understand that their true legacy lies not in the projects they complete, but in the people they empower to lead after them.

In today’s fast-paced, ever-changing work environment, organizations can’t afford to rely solely on outside hires to fill leadership roles. Building a strong internal leadership pipeline is not only more sustainable – it’s more strategic.

That’s why developing the next generation of leaders must be a priority, not an afterthought. This week’s blog explores how to identify leadership potential within your team and how to use mentoring and coaching to help that potential flourish.

Mentoring vs. Coaching: What’s the Difference?

Although the terms are often used interchangeably, mentoring and coaching serve different (but complementary) purposes in leadership development:

🔹 Mentoring is about long-term development. It focuses on growth, mindset, and broader career goals. It’s typically more relational and holistic.

🔹 Coaching is more performance-focused. It helps individuals build specific skills, overcome short-term obstacles, and improve in targeted areas.

A good leader knows when to mentor and when to coach – and often does both.

💡 Example: You may mentor a team member as they explore future leadership roles and their long-term career path, while coaching them on improving their delegation skills for a current project.

How to Spot Leadership Potential in Your Team

Identifying future leaders isn’t about who’s loudest in the room or who delivers the most dazzling results. True leadership potential often shows up in subtle, consistent behaviors:

  • Curiosity and a hunger to learn – They ask thoughtful questions and seek feedback.
  • Ownership and accountability – They follow through, take responsibility, and admit when they’re wrong.
  • Emotional intelligence – They can read the room, manage their emotions, and relate well to others.
  • A desire to serve – They support others and look for ways to make the team better.

Don’t overlook the quiet contributors or emerging voices. Leadership potential doesn’t always show up with fanfare – but it’s there, waiting to be nurtured.

Five Ways to Develop Future Leaders

Once you’ve identified leadership potential, the next step is intentional development. Here’s how to cultivate your future leaders through mentoring and coaching:

1. Model the Leadership You Want to See

Leadership starts with you. Your future leaders are watching how you communicate, make decisions, handle setbacks, and treat people.

Be transparent, show humility, and lead with integrity. When you walk the talk, you teach through your example.

2. Have Intentional Development Conversations

Talk regularly with your team about their goals, interests, and development areas. Don’t wait for performance reviews – make growth a consistent part of the conversation.

Ask questions like:

These conversations build trust, encourage ownership, and lay the groundwork for effective mentoring and coaching.

3. Create Stretch Opportunities

Give high-potential employees chances to lead, even in small ways.

Stretch opportunities help them practice leadership in real-world settings and grow their confidence along the way.

4. Deliver Growth-Focused Feedback

Leadership development requires frequent, constructive feedback – not just when things go wrong.

Your goal is to help them grow, not grade their performance.

5. Encourage External Mentoring or Peer Learning

Sometimes, the best leadership insights come from outside the immediate team.

Exposure to different perspectives helps them develop breadth and depth in their leadership style.

📥 Leadership Growth Planner

To help your team members take ownership of their leadership journey, I’ve created a free tool:

This downloadable worksheet will help your team:

✔ Reflect on their leadership goals

✔ Identify development opportunities

✔ Track mentoring and coaching progress

✔ Create an actionable leadership growth plan

Download Now!

Final Thoughts: Your Legacy is the Leaders You Build

The most impactful leaders don’t just lead projects – they develop people. By mentoring and coaching intentionally, you can help your team grow in confidence, competence, and character.

So, who are you mentoring right now?

Who could you start coaching next week?

What small leadership opportunity could you hand off tomorrow?

Be the leader who builds more leaders. That’s the kind of legacy that lasts.

Balancing Accountability and Empathy as a Leader

Leadership isn’t just about getting results—it’s about developing people. Striking the right balance between holding your team accountable and showing empathy can be one of the most challenging aspects of leadership.

Lean too far toward accountability, and you risk creating a culture of fear, stress, and burnout. But if you focus too much on empathy without setting clear expectations, you may find yourself dealing with missed deadlines, underperformance, and a lack of personal responsibility.

The best leaders understand that these two qualities aren’t opposing forces—they complement each other. When combined effectively, accountability drives performance, while empathy fosters engagement and trust.

In this blog, we’ll explore how you can integrate both to become a stronger, more effective leader.

What Happens When Leaders Lean Too Far in One Direction?

When Accountability Overpowers Empathy

A leader who emphasizes results over relationships may initially see productivity gains, but at a cost. Employees working under a purely results-driven manager often experience:

🚨 High stress and burnout – Feeling constantly pressured leads to exhaustion.
🚨 Low morale and engagement – Employees don’t feel valued, only measured.
🚨 Fear of failure – Instead of learning from mistakes, team members avoid risks.
🚨 High turnover – Without a sense of support, employees seek opportunities elsewhere.

💡 Example: A manufacturing manager enforces strict deadlines without considering employees' workload. Productivity rises in the short term, but resentment builds, and turnover increases as team members seek more supportive environments.

When Empathy Overpowers Accountability

On the other hand, some leaders are so concerned with being liked or avoiding conflict that they hesitate to enforce expectations. This can lead to:

⚠️ Missed deadlines and inconsistent performance – Without accountability, work quality suffers.
⚠️ Lack of personal growth – Employees aren’t pushed to improve or take responsibility.
⚠️ Erosion of team credibility – If some team members slack while others work hard, resentment builds.

💡 Example: A leader in a sales organization avoids giving constructive feedback because they don’t want to demotivate their team. As a result, underperformance goes unchecked, and high performers feel frustrated by the lack of fairness.

How to Integrate Accountability and Empathy into Leadership

Effective leaders blend accountability and empathy by setting clear expectations while providing the support and understanding needed to achieve them. Here’s how:

1️⃣ Set Clear Expectations, but Show Support

Your team should know exactly what is expected of them, but they should also feel supported in achieving those expectations.

💡 How to Do It:

✔ Clearly define goals, responsibilities, and performance standards upfront.
✔ Regularly check in to offer guidance, coaching, and resources.
✔ Communicate that high expectations exist because you believe in your team’s potential.

🛠 Example: A project manager assigns tight deadlines but also schedules biweekly check-ins to help remove roadblocks and adjust priorities when needed.

2️⃣ Provide Constructive Feedback, Not Just Criticism

Feedback should be honest, actionable, and framed in a way that encourages growth rather than discouraging effort.

💡 How to Do It:

✔ Use structured feedback models like Pendleton’s Model, which encourages two-way dialogue.
✔ Focus on behavior and improvement rather than personal judgment.
✔ Make feedback a regular conversation, not just an annual event.

🛠 Example: Instead of saying, "You need to be more organized," a leader using constructive feedback might say, "I noticed that deadlines have been slipping. Let’s talk about ways to improve time management so you can meet expectations while avoiding last-minute stress."

3️⃣ Hold People Accountable, but Be Fair and Flexible

Accountability doesn’t mean being rigid—it means ensuring commitments are met while recognizing individual challenges.

💡 How to Do It:

✔ Enforce standards consistently but adapt when circumstances require flexibility.
✔ When performance issues arise, ask why before assuming the worst.
✔ Focus on solutions, not blame, when obstacles arise.

🛠 Example: If an employee misses a deadline, a leader could say, "Let’s discuss what happened and how we can prevent this in the future," rather than immediately issuing consequences.

4️⃣ Lead by Example

If you want your team to balance responsibility and understanding, you must model that behavior yourself.

💡 How to Do It:

✔ Follow through on your own commitments and take responsibility when you fall short.
✔ Show that empathy is not weakness—strong leaders support their teams while driving results.
✔ Be open about your own challenges to create a culture of learning.

🛠 Example: A leader who struggles with time management might say, "I’ve been working on prioritizing my tasks better—here’s what’s helped me. Let’s find a strategy that works for you."

Real-World Example: Balancing Accountability & Empathy in Action

A department manager at a manufacturing company noticed that their team was struggling with increased workloads. Instead of simply enforcing stricter deadlines or making excuses for underperformance, they:

✅ Reassessed team priorities and adjusted workloads based on urgency.
✅ Offered mental health and wellness resources to employees feeling overwhelmed.
✅ Implemented structured one-on-one check-ins to help employees stay accountable while receiving guidance.

📌 Outcome: Productivity improved, and team morale remained high—because expectations were clear, but people felt supported.

Download the Free Tool: Accountability & Empathy Conversation Guide

Leading with both accountability and empathy requires intentional conversations. To help you navigate these discussions, I’ve created a free Accountability & Empathy Conversation Guide, which will:

✔ Help you plan difficult conversations that require both firmness and support.
✔ Provide a structured framework for delivering feedback.
✔ Ensure that expectations are clear while offering flexibility and understanding.

Download Now!

Final Thoughts: The Best Leaders Balance Both

Leadership is not about choosing between accountability and empathy—it’s about integrating both. Teams thrive when they feel challenged to do their best AND supported in their growth.

By setting expectations with care, delivering feedback with respect, and leading with both confidence and compassion, you create a high-performing, engaged team.

Leadership is About Influence, Not Power

Think about the most impactful leaders you’ve worked with. Were they the ones with the highest-ranking titles, or were they the individuals who earned your respect, built strong relationships, and inspired action?

Leadership is not about having a title or formal authority—it’s about influence. Some of the most effective leaders don’t have direct reports, decision-making power, or control over budgets, yet they drive initiatives, unite teams, and create change.

In today’s workplace—where cross-functional teams, remote work, and matrix structures are the norm—leading with influence is more important than ever. Regardless of your position, you will find yourself needing to persuade colleagues, rally support, and gain buy-in for ideas or projects. Whether you’re managing projects, mentoring colleagues, or championing initiatives, your ability to gain trust, inspire action, and drive results without relying on authority is what makes you a true leader.

This blog explores how influence-based leadership works, why it is more effective than positional authority, and how you can develop the skills necessary to lead effectively—no matter your role.

The Difference Between Authority and Influence

Many people assume that leadership comes from a title or position, but leadership and authority are not the same thing. Authority is given to you by an organization—it’s the ability to direct, manage, or make decisions based on your rank. Influence, on the other hand, is earned through relationships, credibility, and the trust of those around you.

Consider the difference between a manager who enforces rules simply because they have the power to do so and a leader who people naturally want to follow. The first may get compliance, but the second gets commitment. When people follow you because they trust and respect you—not because they have to—you achieve long-term loyalty and engagement rather than short-term results.

Relying solely on authority can create resentment, resistance, and fear. Influence, however, creates an environment where people feel valued, understood, and motivated to contribute. The best leaders understand that while authority may give them control, influence gives them impact.

Five Key Strategies to Lead with Influence

So how do you develop influence as a leader? How do you inspire and motivate others when you don’t have formal power over them? The key is to build trust, demonstrate value, communicate effectively, solve problems, and remain consistent in your actions.

1️⃣ Build Strong Relationships

One of the most effective ways to develop influence is by fostering meaningful relationships. People naturally follow those they trust and respect, so if you want to lead without authority, start by investing in the people around you.

This means actively listening, showing empathy, and taking a genuine interest in others. Leaders who take time to understand their colleagues’ challenges and offer support create strong connections that make collaboration easier and influence stronger.

If you want to build influence, don’t just focus on what you need from others—consider how you can help them succeed. By supporting others without expecting immediate returns, you establish goodwill and credibility that will serve you in the long run.

2️⃣ Lead with Expertise, Not Authority

People don’t follow titles—they follow those who add value. If you want to be seen as a leader, you must demonstrate expertise, share insights, and offer solutions that make an impact.

Consider Dr. Anthony Fauci during the COVID-19 pandemic. He didn’t have political authority, yet he became one of the most trusted voices in public health. Why? Because he provided credible, well-researched guidance, and people respected his knowledge. He didn’t demand influence; he earned it by consistently demonstrating expertise and communicating clearly.

The best leaders focus on competence, not arrogance. They are confident in their knowledge, yet willing to learn from others. If you want to grow your influence, focus on deepening your knowledge and generously sharing it with those around you.

3️⃣ Master Persuasive Communication

Influence often comes down to how well you communicate your ideas and inspire action. The most influential leaders know how to frame their messages in ways that resonate with their audience.

The key to persuasive communication is understanding your audience and tailoring your approach. Some people respond to data and logic, while others are moved by emotion and storytelling. The best communicators balance both, making their message both credible and compelling.

A great example of this is Martin Luther King Jr. His leadership wasn’t based on authority, but on his ability to inspire through words. His "I Have a Dream" speech wasn’t just a demand for civil rights—it was a vision for the future that people could believe in and rally behind.

If you want to lead with influence, practice crafting messages that are clear, engaging, and relevant to your audience.

4️⃣ Be a Problem-Solver, Not a Dictator

Leaders gain influence by being seen as problem-solvers who make things easier for others. Instead of simply pointing out challenges, they proactively work to find solutions.

Indra Nooyi, former CEO of PepsiCo, transformed the company by addressing health and sustainability concerns before they became major issues. She didn’t wait for regulations or public pressure—she anticipated challenges and took action. That kind of forward-thinking leadership earned her widespread respect and influence.

If you want to be more influential, don’t just highlight problems—be the person who offers solutions and takes action.

5️⃣ Demonstrate Consistency and Integrity

Influence is built on trust, and trust is built through consistency and integrity. People follow leaders who are reliable, who follow through on their commitments, and who act with honesty and fairness.

Warren Buffett is a perfect example of this. Over decades, he has built a reputation for ethical decision-making, transparency, and steady leadership. His influence doesn’t come from flashy tactics or aggressive authority—it comes from trustworthiness and consistency.

If you want to be influential, make sure your words and actions align. Keep your commitments, be honest, and lead with integrity—because once trust is broken, influence is difficult to regain.

Real-World Example: Leading Without a Title

Imagine a mid-level project manager who has been tasked with leading a cross-functional initiative. They don’t have direct authority over team members, yet they must align marketing, finance, and operations to execute a major project.

How do they succeed?

Instead of relying on authority, they build strong relationships across departments, ensuring that stakeholders feel heard and valued. They communicate a clear vision, gaining buy-in through compelling messaging rather than directives. They establish credibility by demonstrating expertise, providing clear guidance and solutions rather than just assigning tasks. And most importantly, they follow through on commitments, proving they can be trusted.

By doing this, they earn the confidence and cooperation of others, successfully leading the project—not because they had a title, but because they had influence.

Download the Free Tool: Influence & Communication Planner

If you want to strengthen your leadership influence and communication skills, this free Influence & Communication Planner will help you:

📥 Download it now to:

✔ Assess your current level of influence.
✔ Identify key relationships to strengthen and leverage.
✔ Improve your persuasive communication and messaging.
✔ Develop a plan to increase your leadership impact.

Download Now!

Final Thoughts: Influence is the Future of Leadership

True leadership isn’t about a title—it’s about earning trust, inspiring action, and making an impact. By focusing on relationships, expertise, communication, and integrity, you can develop influence that lasts—regardless of your position.

Start applying these strategies today, and watch your leadership influence grow.