"99% of leaders struggle with giving effective feedback.
Don’t be one of them.

Giving feedback is an art, and mastering it can elevate your leadership.

Here’s how to do it right:

1. SBI Framework (Situation-Behavior-Impact):
↳ Describe the specific situation, state the observable behavior, and explain its impact on the team or project.

2. The Feedback Sandwich:
↳ Start with something positive, provide constructive feedback, and end with positive reinforcement.

3. STOP-START-CONTINUE Method:
↳ Identify what to stop, suggest what to start, and highlight what to continue.

4. COIN Model (Context-Observation-Impact-Next Steps):
↳ Set the context, describe the behavior, explain the impact, and suggest the next steps.

Remember, feedback is a tool for growth. Use it wisely to build stronger, more effective ______________

______________

Top strategies for balanced leadership you need to know:

Don’t let your leadership hang in the balance.

Here’s how to create balance instead.

High-performing leaders aren’t that way
100% of the time or by accident.

Being the kind of leader that moves
mountains & builds the best teams
is a practice.

A practice of balance.

Practicing balanced leadership:
→ Prevents burnout for all
→ Creates intentional action
→ Makes your impact meaningful
→ Cultivates your well-roundedness
→ Creates healthy & sustainable culture

Balance is a verb.
It requires your constant effort.

Use this quick guide to learn 9 areas of
balance & take a minute to assess
your level of balance in each.

Find the areas you need to rebalance,
research & seek self-guided education,
& implement small changes to improve.

Stephen Covey has helped us with a lot of insightful ideas, concepts and models. One of them is the Circle of Influence Model, also known as the CIA model along the three main actions resulting from it: Control, Influence, Accept.

It distinguish three types of issues or worries that you may have and that ask for a different response:

The Circle of CONTROL → Control
Key question: is it in my control?
Description: the factors that are directly within your control. They mainly concern you personally, and you (and often only you) can change them.
Examples: thoughts, behaviors, mindset, actions, skills, mistakes
Response: direct most of your time and energy to these factors, this will minimize feelings of overwhelm and makes you feel in control.

The Circle of INFLUENCE → Influence
Key question: if it’s not in my control, can I exert influence in it?
Description: factors involving other people or situations that you can interact with but that you can only partially affect.
Examples: relationships, commitments, job, roles, positions
Response: focus on those factors that you have most influence on and accept the factors on which your influence is limited.

The Circle of CONCERNS → Accept
Key question: If I can’t control or influence it, can I accept it?
Description: the factors outside your control. They affect you and they may concern you, but you can’t do something about them.
Examples: weather, economy, war, legislation, virus outbreak
Response: let go and accept that you can not directly do something about them. Focus on what you can influence and control.

The categories are not fixed and they depend on your position. What is merely in the Circle of Concern of most people, such as the economy for example, is in the Circle of Influence of politicians.

This means that the Three Circles of Influence look different for every individual person. But exactly that makes it such a powerful model. Because you can immediately apply it to yourself, or to your team or organization.

One way to do this smartly is to make an inventory of all issues and topics you are currently concerned about; that you worry about and keep your head busy. Once you have the list you can then categorize them in the three categories and follow the brief recommendations given above.

The main effect this should have is that you feel more in control and spend your time more effectively on those factors where you can actually make a difference.

Do you spend your time and energy on the right factors? "

Want to build a real network?

Start emailing like a CEO.

If you want to put feelers out,
You send a DM.

If you want to discuss something serious,
You send an email.

It shows respect,
It has credibility,
And it actually gets read.

Here's how the CEOs are doing it:

1️⃣ The Direct Ask

Subject: Quick ask – [Topic]

Hey [Name],
I know your time’s valuable so I’ll keep it short.
I’m looking to [specific ask].
You’re the best person I can learn from, so I figured I’d reach out directly.
If this isn’t the right time, totally get it, just figured it was worth asking.
Thanks either way.

– [You]

2️⃣ The No-BS Intro Request

Subject: Can you intro me to [Name]?

Hey [Name],
I saw you’re connected with [X] — any chance you’d be open to an intro?
I’m working on [quick 1-liner] and think there’s serious alignment.
Happy to send a blurb you can forward.
Let me know if that works.

– [You]

3️⃣ The "Saw You Speak/Post" Follow-Up

Subject: Loved your [talk/post] on [topic]

Hey [Name],
Your [talk/post] on [platform] stood out, not just BS, real value.
I had a quick follow-up question if you’re open to it.
(And if not, still wanted to say it was solid.)
Thanks,

- [You]

4️⃣ The Give-Then-Ask

Subject: Thought this might be useful

Hey [Name],
Saw you were focused on [topic]. Here’s a resource/tool/perspective I thought might help:
[Link or tip]
If you ever want to jam on [area], I’d love to connect—I’ve worked with a few brands in that space.
Appreciate your work.

– [You]

5️⃣ The “What You’re Building Is Sick” Email

Subject: You’re building something cool

Hey [Name],
Just wanted to say, what you’re building at [Company] is dope.
I’m always curious to connect with people who move fast and think different.
If you’re up for a quick intro chat, I’m in.
If not, keep crushing it.

– [You]

6️⃣ The Follow-Up With Value

Subject: Quick follow-up – added something

Hey [Name],
Following up on my last note and figured I’d make it useful.
Here’s something you might find helpful based on what you’re working on:
[Insert tip, trend, or insight]
Still open to connecting if you are.

– [You]

There are 3 more in the pinned comment below

If you’re not sending some version of these emails every week,
You’re leaving opportunities on the table.

Want more networking advice you can actually use?

Network to Net Worth is where I share how I turned proximity into profit.
And how you can do the same through smart outreach and deeper relationships.

"Emotional intelligence isn’t rocket science.

It’s a high-achieving skill you can learn and develop.

But first, let's clear up what it's not:

- It's not thinking you're always right.
- It's not acting on the first impulse.
- It's not ignoring what others say.

Here’s what it really means is:

- Knowing yourself completely.
- Understanding how others feel.
- Keeping your cool when things get tough.

90% of top performers have high emotional intelligence
(According to TalentSmart)

Become a high performer today.
Master your emotional intelligence with this sheet:

Understand the 5 key components of EQ:

1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills

Learn the benefits of having a high EQ:

1. Improved team synergy
2. The ability to adapt better to change
3. Navigating conflict with ease
4. Become a stronger leader
5. Develop more as a person

Grow through actionable tips:

1. Reflecting daily
2. Seek feedback
3. Improve your listening
4. Understand your emotions
5. Learn more through courses online

My top 10 resources for developing your EQ

↳ The Top 5 EQ TED talks
↳. The Top 5 EQ Books

Develop your EQ today.
For a brighter career tomorrow."

______________