2. The Power of the "Rhythm" (Sharing the Stories)
Remember when I suggested starting your meetings by sharing Core Value Stories? Metronomics calls this part of the "Cultural System." Susko’s research shows that the most successful CEOs create a "cadence of accountability." By publicly praising behaviors that align with your values, you aren't just being nice; you are reinforcing the "rules of the road." In Metronomics, this storytelling is a non-negotiable part of the weekly and monthly meeting rhythm. It keeps the culture top-of-mind so it doesn't "gather dust" on a breakroom poster.
If you are a prairie CEO who wants to grow a thriving company, team and life more quickly, more easily and with less stress and headache, please contact me here.
The following video refers to my previous 5 Minute Growth Tip video: "Is your leadership team driving a healthy culture?".
In the next 5 Minute Growth Tip, I’ll share the story of one of the clients we’ve worked with in this area and others.
If you are a prairie CEO who wants to grow a thriving company, team and life more quickly, more easily and with less stress and headache, please contact me here.
1. Define Core Values with Specific Behaviors
A core value is only real if the executive team is willing to "hurt" for it. This means you would fire someone who repeatedly violates it, or walk away from a profitable client who doesn't align with it. But to make these values actionable, you must define the "verbs": the specific behaviors expected for each value. This makes the culture tangible and observable, allowing managers to monitor and take action when violations occur. 2. Share Core Value Stories in Leadership Meetings To keep values from gathering dust, your executive team must take ownership of them. Start your weekly or monthly meetings by identifying and sharing stories of employees living the core values. When leaders have to publicly praise these behaviors to their peers, it creates healthy pressure for them to model those same behaviors themselves. It keeps the culture top-of-mind and signals that it is the most important item on the agenda.
If you are a prairie CEO who wants to grow a thriving company, team and life more quickly, more easily and with less stress and headache, please contact me here.
The following video refers to previous 5 Minute Growth Tip videos: “Is Your Executive Team Aligned?”, “Is your executive team executing efficiently?”, and “Are your leaders high-performing?”
I'll discuss what the best selling business book Metronomics says about these practices in the next 5 Minute Growth Tip
If you are a prairie CEO who wants to grow a thriving company, team and life more quickly, more easily and with less stress and headache, please contact me here.
 There are many challenges to growing a thriving mid-size company (as I’ve shared in this 5 Minute Growth Tip article series). And sometimes it can feel like we’re stuck, like there's nothing we can do. We may hide those thoughts and feelings from others, or even deny to ourselves that we have them. Yet, they still remain in the background of our thinking, gnawing away at our focus, energy and progress. This is an opportunity to check our thinking. Our thinking drives our actions. And our thinking can cause us to not take action. When we think there’s nothing we can do about a problem, we’ll naturally stand still on that issue. When we believe we can resolve it, we’ll find a solution and drive forward. Organizational psychologists have researched these two ways of thinking. They are part of what’s called our “locus of control”. The first way of thinking is that our situation is controlled by things that happen outside of us. We believe we are a victim of circumstances. This is an external locus of control. The second way of thinking is that our situation can be influenced by what we do. We believe we can always do something that will make a situation better. This is an internal locus of control. Think of the word “locus” as “location”. Is our thinking putting the “location” of control of the situation outside of ourselves (external) or within ourselves (internal)? As human beings, we tend to grow up with a tendency toward either an internal locus of control or an external one. We don’t think exclusively one way or the other, but rather predominantly. We also don’t necessarily think one way about everything. There can be areas of our lives and facets of our business that we treat with an internal locus of control mindset, and other areas that we tend to treat with an external locus of control. As entrepreneurs and business leaders, we often predominantly have an internal locus of control: we believe we can make things happen. However, we can also have an external locus of control in certain areas. For example, we might have an internal locus of control about getting more sales. We know that our actions directly influence our company’s sales volumes, and we look for and find ways to increase them. Yet, we might have an external locus of control about being able to hire A players. We may believe that there just aren’t any really strong employees out there, or none of them are looking for work, or they all want too much money, or they all hide their faults in interviews, etc. By switching our thinking to an internal locus of control in this area, we can find solutions. We can ask ourselves, “what is it that I’m doing that is getting in the way of hiring A players?” Or “what am I not doing, or not doing well?” And from there, we can ask “what can I do differently to find A players?” For example, do I have a clear description of what an A player will produce so I know exactly who I am looking for? What am I doing to network with A players I know in my industry who likely know other A players? Have I shopped around for an excellent recruiting company who can help me find the right people? Have I strengthened my interviewing skills to discover candidates’ true strengths, abilities and qualities? Have I learned to do effective reference checks to get the perspectives of those who’ve seen the candidates in action? Believing we have influence over the situation causes us to look for solutions we can act on. There’s also a way that an entrepreneur’s strong internal locus of control in one area can actually create an external locus of control mindset in another area. I often see this struggle with CEOs and owners I meet. They complain that they don’t have enough time. This complaint is coming from an external locus of control mindset: the belief that their lack of time is happening to them. (Note that all complaining and blaming is really a form of external locus of control). When I invite a CEO or owner to flip their mindset to an internal locus of control, and ask themself what they are doing that is causing them to not have enough time, they realize that they are causing the problem. They often are attempting to tackle every problem and opportunity that comes up, and they are not delegating tasks and roles enough. In this way, as entrepreneurs, our internal locus of control about solving problems can cause us to have an external locus of control about time. Our tendency to think we can take control of any situation, like solving every problem, actually causes us to be so busy that we think we don’t have control of our time. Yet we do. We just need to change how we tackle problems, for example, by equipping others to take care of them rather than solving them ourselves. This mindset is a key linchpin in growing a thriving mid-sized company. The only way to grow and grow profitably, is to implement the structures, systems and processes to enable that growth. This requires a leadership team that handles the day-to-day and can help with implementing many of those systems. These systems need to be guided by a solid strategy for competing in the market. That strategy needs to be executed efficiently. And efficient execution requires an A player leadership team. And all of these business practices take time. As a result, a CEO or owner will want to shift their mindset more fully to thinking about what they are doing, or not doing, that is causing them to be too busy to work on these practices. By doing so, they will get clear on what they need to do differently to free themselves up to shift increasingly from doing to leading. And, more generally, the practice of internal locus of control will help any leader, and their top team, look at how they’re contributing to a problem, and what they can do to influence it. Another way leaders contribute to problems in their company is by trying to figure things out all on their own. We’ll tackle that topic in my next 5 Minute Growth Tip article. What can you do to grow your mid-size company? To find out what you and your leadership team could do to grow more easily, quickly and profitability, AND enjoy the ride, try our complimentary Agile Growth Checklist. This self-service questionnaire takes 5 to 10 minutes to complete. You'll receive the checklist with your responses immediately. Within 24 hours, you'll receive a compiled report highlighting areas to improve. Find out how your company is doing in each of the 7 areas needed to produce more rapid, profitable and sustainable growth. This report is complementary and involves no obligation. Want to listen to the tip? Use the play button below. What can you do to grow your mid-size company? To find out what you and your leadership team could do to grow more easily, quickly and profitability, AND enjoy the ride, try our complimentary Agile Growth Checklist. This self-service questionnaire takes 5 to 10 minutes to complete. You'll receive the checklist with your responses immediately. Within 24 hours, you'll receive a compiled report highlighting areas to improve. Find out how your company is doing in each of the 7 areas needed to produce more rapid, profitable and sustainable growth. This report is complementary and involves no obligation.  Transformative lessons on constructing – and reconstructing – a life In partnership with Growth Faculty, we are delighted to bring you the What to Make of a Life live virtual event with Jim Collins How do we build a life of meaning, momentum and renewal across decades, through transitions, and in the face of the cliff moments that test us most? In this powerful event, legendary researcher and bestselling author Jim Collins shares insights from his forthcoming book What to Make of a Life (April 2026): a decade-long investigation into how people navigate the defining fracture points that shape their destinies. Drawing on deep comparative studies of remarkable figures - from Olympians and rock musicians to scientists, suffragists, actors, and leaders, Collins uncovers a framework for understanding how individual lives can be built, sustained, and constantly renewed. One of the world's bestselling business authors of all time Through vivid stories and a robust evidence-based framework, Collins explores the essential questions every leader and human faces:
Tuesday, April 28, 2026 - 6-7:15 pm in MB, 5-6:15 pm in SK NON-MEMBER: $99* | MEMBER: $0*  *Prices quoted in USD. How can you develop your leadership?
To find out how to develop your leadership to grow more easily, quickly and profitably, AND enjoy the ride, try our complimentary Agile Growth Checklist. This self-service questionnaire takes 5 to 10 minutes to complete. You'll receive the checklist with your responses immediately. Within 24 hours, you'll receive a compiled report highlighting areas to improve. Complete section 1 to check your company’s leadership processes. Or complete all 7 sections to find out how your company is doing in each of the 7 areas needed to produce more rapid, profitable and sustainable growth. This report is complementary and involves no obligation. |
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