Startup Tips for New Leaders

Starup Tips for New Leaders

4 Strategies for Surviving the Two-mile Start


I have been a semi-avid runner for the last fifteen years. Over the years, running has become a way for me to pray, reflect, learn, and listen. I do everything from prepare for an important meeting to dance to my favorite new song while I’m running. (Cue JT’s “Can’t Stop the Feeling!”) And most importantly running is justification for eating more sugar than I ought. My motto is, “I run for treats.”

But for all the things I enjoy about running, I still hate the beginning.


The Temptation to Quit Too Early

Even after fifteen years and roughly 10,000 miles logged (including several half marathons), I still feel like I want to quit during the first two miles OF EVERY RUN!

It takes this long for my body to settle in, for my mind to settle down and for everything to start working together more fluidly. And if I don’t remind myself of this, I will get frustrated and sometimes even quit. Too many times I’ve forgotten this principle, and I’ve given up with excuses that, “I’m just too tired,” “something must be wrong… maybe I’m sick,” or “maybe I’m just not cut out for running anymore,”

This principle not only applies to running, but it also applies to most of the challenges we face in life. I remember when I was working on the development of The 4 Sight Group. While I was incredibly passionate about equipping leaders with the foresight for extraordinary outcomes, the beginning stages of starting a new organization were challenging. It felt like I was in the first two miles. It was easy to want to give up. It was hard work because not all the systems ran smoothly. I wondered if I was cut out for the challenge.

Are you in the early stages of a new project, a new relationship, or a new job?


How to Get Through the Two-mile Start


1. Don’t be alarmed when it’s harder than you expected.

The reason why we start new things is that we have a vision. We see the potential. Don’t lose sight of that vision when the reality of what it takes sets in, and it seems impossible. Stay the course and remember the two-mile principle.


2. Don’t quit in the first two miles.

Before you start your new endeavor, anticipate when to expect resistance. Every fresh start has a few moments of bliss, but inevitably, it takes a turn. You encounter a problem; you have your first fight; you have a difference of opinion with a coworker. Anticipate this ahead of time so that it doesn’t blindside you.


3. Build a support team.

You need people who will remind you of why you need to keep going. When my friend Rachel and I ran half-marathons together, she would write her name all over her t-shirt so that those watching the race would cheer her on by name. It was brilliant! As she ran, she constantly heard people cheer, “Go Rachel go!”. Make sure you have friends, mentors, and allies who will cheer you on during the difficult days.


4. Plan your reward.

You need to have something to look forward to when you make it through the difficult points. Before you begin, determine when and how you’ll celebrate. I approach every single day by building my schedule with some of my most challenging work early in the day and finishing with something I enjoy like reading a book, taking a walk with a friend or enjoying my favorite cup of tea. Whatever the project you’re facing, give yourself something to look forward to at those different increments.


Leaders do hard things. We charter new territory so others can follow more easily. Don’t let the initial resistance of a startup defeat you. Stay the course.


Keep leading well.

Jenni Catron and The 4Sight Group


** Are You New to The 4Sight Group?  **

As leaders, we’re full of ideas and initiatives. We see potential and opportunity all around. We can almost taste the outcome, but often we get bogged down by how we’ll get from here to there.

The “how” can be overwhelming and discouraging, so we give up on our goals or fail to build a plan to help us achieve them.

These five steps will get you and your team on the path to moving from ideas to action! We’d love to have you join our community and access this free PDF!



Jenni Catron is a writer, speaker, and leadership coach who consults churches and non-profits to help them lead from their extraordinary best. She speaks at conferences and churches nationwide, seeking to help others develop their leadership gifts and lead confidently. As Founder and CEO of The 4Sight Group, she consults with individuals and teams on leadership and organizational health.

Jenni is the author of several books, including Clout: Discover and Unleash Your God-Given Influence and The 4 Dimensions of Extraordinary Leadership.



How to Finish Well in 2018

How to Finish Well in 2018

By: Jenni Catron


These last few days of the year are a treasure to me. The busyness of Christmas is behind me and the opportunities of a new year are still ahead.  I want to bottle up these days and savor them. They are hopeful. Reflective. Unhurried.

It hasn’t always been this way. In years past we were on epic road trips trying to visit every possible family member across four states in ten days. From Christmas to January 1st was a blur and I found myself facing a new year with no perspective and no energy.

In my coaching calls this month, I discovered that for many leaders peace is the last word they would use to describe the Christmas season. Many looked at me with tears bubbling up in the corner of their eyes when I asked them if they had scheduled time to pause and reflect before they went racing into the New Year. Time to reflect? That sounds like a ridiculous question for most of you juggling the expectations of extended family and travel madness.

After years of frantically racing through December, I have become more intentional with seizing these last few days of the year. I adjust the pace.  I resist a schedule (which is a complete act of discipline for this Enneagram 3). And I engage a process of reflection that has become an anchor for perspective in the coming year. 

I wanted to share with you my process in hopes that it might inspire you to carve out some time these next few days to dream, pray and plan for 2019.

  • Relax/Refresh

Catch your breath. Drop your shoulders. Do something that allows you to change gears from the overdrive you’ve been in all month. For me that is often a long walk or hike. For some of you it might be some time at the spa. For some it’s playing games with your family. Consider what relaxes you and helps you feel refreshed and purposefully spend time doing these things.

  • Reflect

To plan for where you want to go you must reflect on where you’ve been. Perspective is essential to your success. Here are some questions I use to help me reflect on each key area of my life (spiritual, relational, personal, vocational):

– What were my favorite moments/memories?

– Where did I grow?

– What changes can I make?

– What does it look like to be intentional in the year ahead?

  • Recommit/Reorient

I intentionally use the word “recommit” or “reorient” because as I begin to plan for the upcoming year I’m rarely setting new goals that I’ve never considered before. Rather, I’m recommitting myself to my values and my passions. Tactically the goals may be new or they may be the next iteration of living out my purpose. But what I really need to do is to reorient myself with the gifts, passions and purpose that I feel God has called me to and is equipping me for. 

With this reorientation or recommitment to my sense of calling, I then set one to three big goals in each of the four key areas of life: spiritual, relational, personal and vocational.

I’m praying that 2019 is an extraordinary year for you! I hope that you’ll find time to reflect and relax, that you’ll adequately reflect and that you’ll passionately recommit to the work God has called you to do.  As one of my favorite passages of scripture says, “Do the creative best you can with your own life!” – Galatians 6:5 MSG

What Christmas Movies have taught me about leadership…#1

BY: Brett Detken

So, it really IS that time of year!

Christmas music and movies are on every channel, every station, and are playing around the clock! And no matter who you are, at some point each Christmas season, we will all make time to sit down and watch our favorite Christmas movies. And so, if you are a fan of Hallmark movies, the Christmas Classics, or the new Christmas movies of today, here are some things we can learn from these incredible stories that apply to how we lead.

For example, here are 4 leadership lessons we can learn from one of my favorite movies, “It’s a Wonderful Life”.

– Leading well happens when life goes differently than you planned! 
In the movie, George Bailey, the films main character learned first hand that life can change in a moment, and yet leading well means adapting to the changes as they come. Leading well starts not just from being responsible, it grows when we are “response-able” to the changes that occur all around us.

– You often inherit the team you lead. (For good and bad!)
Just as George inherited his team from the generation before, leading well means bringing the best out of the team you inherit. Look for ways to get them in the right seat, and to help them succeed.

– Leaders take responsibility for their team’s failures. 
When an employee makes a disastrous mistake, George does not blame, but instead takes the responsibility on himself. As John Maxwell says, “A good leader takes a little more than his share of the blame, and a little less share of his share of the credit!”

– Successful leadership should impact your community, not just your bottom line. 
This season, remember that your leadership is about something bigger than just what you can produce. No matter what type of organization you lead in, remember that your leadership legacy will not be built on stats or numbers, but on the people you impact along the way. So, keep pouring into people, keep leading with excellence and courage, and keep investing into what matters. It is making a bigger difference than you can imagine.

Join us over the next couple weeks, as we learn more from our most favorite Christmas movies!

So….What Christmas movie is your favorite? 

Brett Detken is a leadership expert and the Director of Marketing for the 4Sight Group. She loves raising up the generation of leaders to change the world.

Leadership Lesson’s I’m Thankful for….#4

BY: Brett Detken

Have you ever had a cringe worthy moment? You know, those leadership moments, that when you STILL think back on them, you get that sinking feeling down in your gut!

I remember a time when I believed (really….I really believed!) that my boss needed to hear my opinion about how bad his ideas were IN THE MIDDLE of staff meeting! UGH! Cringe!!

I mean somewhere down in my young, inexperienced brain, I believed that because I had been on staff for a whole year (yes, insert eyeroll here) that I had a right to be heard! Luckily, my boss was very gracious and instead of firing me, gave me a chance to learn one of the most important lessons of leadership. And here it is: In any organization, you may be given a job, but you always have to earn credibility.

Whereas, character is about who you are, credibility really does come from what you do. Credibility is how you establish your reputation and it is how you build trust in an organization. And honestly, this is something leaders often forget to do. We often forget we need to earn credibility in order to be influential in any organization. Credibility, or the right to be heard, is always earned, and never just given.

So how can we as leaders earn credibility?

● BY DOING WHAT YOU SAY YOU WILL DO: It’s so simple, but the first way to earn credibility is simply by being faithful to what you are already doing. Leaders who are clear, consistent, and who follow through on their commitments, earn the right to be heard.  And more than that, leaders who do what they say they will do with the right attitude, earn more than credibility…they earn favor. So, if you want to influence your organization, be consistent in what you are doing RIGHT now. Do it well, do it faithfully, and soon your influence will grow.

● BY DOING WHAT’S RIGHT EVEN WHEN HARD: The second way to earn credibility is to choose to do what’s right even when it’s difficult. Finding the courage to make changes when unpopular, enter into conflict when uncomfortable, and take risks even when unfamiliar, is what creates a lasting legacy and earns leaders the right to be heard in the future.

● BY PURSUING UNITY: Finally, a key to earning credibility in your organization as a leader, is by relentlessly pursuing unity. Meaning you will do whatever it takes to root out a critical, toxic or divisive spirit, and instead choose to lift up those above you, beside you, and below in your organization.

Building trust, respect, and credibility is one of the most important things any leader can do in their organization. It will take time, but as your credibility grows so will your influence.

So here’s a question:

Out of these three things above, what is one step you can take to earn credibility?


 Brett Detken is a leadership expert and the Director of Marketing for The 4Sight Group. She has led in the local church for the past 20 years, and is a Professor of Business and Leadership. 

Leadership Lessons I’m Thankful for….#3

As I’ve pondered the leadership lessons I’m thankful for, I think of the times where I was the most uncomfortable in my leadership. The times when others gave me difficult feedback or the seasons where I lacked skills I needed for the role. These were the moments that shaped me the most because they forced change. It’s funny how some of the toughest moments of our lives become the ones we are most thankful for. “People don’t like change” is a phrase we often hear, but when I really step back and think about it, I am not sure I necessarily agree. My experience is that we like change that we can control, but we don’t like change that is forced upon us.

So when someone gives us tough feedback that requires change, we resist.
When circumstances force change, we resist. 
When decisions are made that we don’t agree with, we resist.

I once heard Seth Godin say that we don’t like change because it pushes us to a place of incompetence. We don’t want to feel incompetent so we resist change. To feel incompetent triggers fear, insecurity, doubt, and uncertainty – all the emotions we want to avoid.
And yet, change is where growth takes place. We don’t grow without change!

We don’t grow without change.

So today, it’s not necessarily a specific lesson I’m thankful for, but rather I’m thankful for those uncomfortable moments in my leadership that have forced change and therefore produced growth.

So the question today for all of us is, “Where are you resisting change?” And more specifically, “What might be on the other side of that change, that might be exactly what you are looking for?


Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!


Leadership Lesson’s I’m Thankful For…#2

Recently, my family came back from a trip to Yellowstone National Park.

The park is simply amazing in it’s beauty, vastness, and grandeur. It was so interesting to visit the famous landmarks, like the mud pots, the grand prismatic geysers, and namely the Old Faithful geyser. However, one of the biggest lessons we learned inside Yellowstone almost happened by accident, as we were driving our way through the park.

In fact, the lesson was all around us and yet, unless someone had pointed it out to our group, we most certainly would have missed it. This lesson comes from the Lodgepole Pine Tree. See back in 1988, there was a massive fire in Yellowstone which covered a significant amount of the park. The fire raged, thousands of trees were lost, and everyone thought the forest was gone. However, when you drive through today, you now see thousands of lodgepole pine trees. How did this happen? Well, here is what researchers discovered:

Lodgepole pine trees are created to have pine cones on them that are shut tight with an impenetrable glue like mixture. Because of this resin, the seeds are locked in tight, and cannot be released UNTIL they come into contact with VERY high temperatures–the very type of temperatures that fire provides!

So get this… order for lodgepole pine trees to grow, to expand, and to reproduce, they have to go through the fire! I mean, come on!!! What a leadership lesson for us!

In the same way, as much as we try to avoid it, the fires of life help us grow. They strengthen us, they prime us for new life, and they help clear away the junk. And oftentimes, it’s only after we go through the fires of pain, struggle, or hurt, that we are best able to plant seeds in others around us so that they can grow as well.

And listen, as leaders we will all have seasons where we will have to go through the fire. We will be hurt, criticized, and attacked. We will fail, make mistakes, and fumble. We will ALL go through the fire.

And the question for us when the fires rage around us is not,“Why is this happening”, but instead, “What do I need to learn?”

Because maybe, what you need to learn, will be the very thing that will help those around you and those you lead, grow and find new life.

So, the next time you are in a place in your life or leadership where the heat is getting turned up, and life is getting hot…remember that lodgepole pine, and how you too are uniquely created to grow stronger as a result of the fire.  

In fact, looking back on your own leadership journey, how have the fires of life helped you grow?


Brett Detken is a leadership expert and the Director of Marketing for The 4Sight Group. She has led in the local church for the past 20 years, and is a Professor of Business and Leadership. 

Leadership Lessons I’m thankful for….#1

Leadership Lessons I’m thankful for….

by Jenni Catron

The longer I lead the more I realize that there are times in our leadership journey when we have to make critical perspective shifts to think differently and therefore lead differently.  These moments are often hard to identify because we don’t know what we don’t know. That’s why they’re called blind spots. The longer we have these blind spots the more limited our leadership becomes.

That’s why I’m thankful for other leaders in my life who have been willing to identify these blind spots and expand my perspective.

One particular perspective shift that comes to mind is when a leader that I served with coached me on the need to chase momentum rather than fixate on problems. This thought was so counterintuitive to me. One of my strengths is identifying problems and creating plans to overcome them. This gifting has served me well but the more my leadership influence grew the more problems that mounted and the more I was figuratively chasing my tail rather than moving us forward.

My leader’s challenge to chase momentum first was not permission to ignore problems. It was simply a challenge to shift my perspective. I needed to recognize that my greatest attention needed to be given to where we were experiencing momentum as an organization. How could I provide more resources and support for the things that were working? How could I coach and encourage my staff who were leading initiatives that were experiencing momentum?

Momentum is an extraordinary gift.  

One of our responsibilities as leaders is to protect and propel momentum because building momentum or regaining momentum once it is lost is disproportionately more difficult.  

As leaders, there are problems to solve… and we need to solve them, but this perspective shift helped me realize I needed to prioritize momentum over problems. My tendency as a leader was to believe that spending time on problems was my greatest contribution, when in fact giving attention to our successes would actually reap greater rewards, both with our staff and to the bottom line.

So, are you more prone to fixing problems or fueling momentum?

This could be the perspective shift that makes all the difference!


Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!

3 Proven Tactics to Break the Growth Barriers in Your Organization

3 Proven Tactics to Break the Growth Barriers in Your Organization

By: Pam Marmon


Do you want to grow your organization and achieve more impact? If you are on a want to reach more people, you understand that scaling your organization is expensive, time-consuming, and exhausting. There is never enough time in the day to read one more book, attend one more training, and listen to one more podcast. You need to grow, now! Through my experience as an organizational effectiveness and growth management consultant, I’ve helped organizations of various sizes and industries, as they embarked on massive transformations. While some were wildly successful, many lessons were learned through failure. Here are three things you must apply if you want to gracefully scale your organization.

1. People

Your people are your biggest asset. The right people will take your organization to places that far outreach your imagination. Diversity of thoughts, backgrounds, and ideas enhance the quality of perspectives and helps you make strategic decisions. Apart from the obvious characteristics you need your team to exhibit, such as people who are knowledgeable, trust-worthy, and overall a great culture-fit, there is one superior characteristic that will drive your organization to growth.

To cultivate a culture of ownership, people must demonstrate entrepreneurial behaviors. Entrepreneurs obsess about their organizations. They have a stake in the game, an investment, and a higher level of commitment. Your role as a leader is to demonstrate those behaviors yourself, foster incentives that awaken an entrepreneurial mindset and encourage others to think and behave like owners. What can your organization change to cultivate an entrepreneurial environment?

2. Strategy

If you don’t know where your organization is going, you will end up somewhere. Do you want to leave that to chance? This is why successful organizations that scale well host quarterly strategic sessions to define the future path, review what needs fixing, and align on goals and objectives. If this is so important, why isn’t every organization doing it? Because you will need to stop all the important and urgent things you are already undertaking, and invest time in important and yet not urgent matters. Busy organizations are not necessarily productive organizations. Strategically aligned organizations, where people talk to each other, and do what is best for the collective interest of the organization, are productive. They have less re work, less internal strife, and less time putting out fires. If you want to scale your organization, host quarterly strategic sessions and cascade information throughout your organization. Listen, learn, and continuously adjust the plan. How can your organization gather data necessary for a successful strategic session?

3. Execution

If execution eats strategy for breakfast, then great ideas are worthless if not executed well. Execution is about discipline, accountability, and consequences. It’s about operational excellence and resolving the bottlenecks in your organization. It’s
about purposeful meetings, completed tasks, visibility to status, and recognition when milestones are met. It’s ok to run a tight ship and reward people for a job well done! If you want your company to excel in execution, create a culture where high- achievers thrive. Set the expectation that when commitments are made, people are held accountable and rewarded. It’s ok to make mistakes as long as we learn, adjust, and move on. Execution is about getting things done. How is your organization rewarding teams that excel in the area of execution? It is hard to get people, strategy, and execution flawless. But if you want to grow and scale your organization, you need to transition how you’ve done things in the past and look towards the future. Most importantly, remember your why! You need a compelling reason to anchor when the storms come and the inevitable challenges shake your position. Your people will persevere, your strategy will guide you, and your execution will help you get there.

This is a guest post by Pam Marmon who is the Founder of Threefold Tribe, a
consulting firm helping growing churches multiply and equipping the church to be
the highest functioning organization in the world.

Pam is also the Founder of Marmon Consulting, a growth management consulting firm helping growing companies scale by providing leadership and insights that deliver results and break the growth barrier. Church leaders and Christian non-profits can receive Pam’s free video resource on The 6 Steps to Effective Internal Communications, with bonus materials including worksheets, checklists, and an Excel toolkit. In the absence of communications, rumors, anxiety, and lost productivity emerge. You can change that! From strategy to execution, you can improve how your organization serves more people to achieve greater mission and impact.

Leader, Jenni Catron, Leadership Consulting

From Possibility to Reality: The True Mark of a Leader

From Possibility to Reality: The Bridge Building of a Leader

By: Jenni Catron



I was fuming at the end of the meeting. Each person on the marketing team had been tasked with brainstorming an idea for an upcoming project and presenting it to the entire team. The executives would choose the best idea with the understanding that the winning idea would be the anchor promotion for the campaign we were working on.

The meeting started out really fun. Everyone had come with some great ideas. We were inspired and excited about the possibilities. Sure, some of the ideas were outrageous but the creative juices were flowing. The energy was infectious.

Now it was time for the executives to choose the winning idea. I didn’t expect to win. Even I knew my idea wasn’t the best one presented… after all, I’m not so much an ideas girl. I’m more of an implementer. I take pride in being the one on the team that can find a way to get the big idea done. And that’s what puzzled me so much about what happened next. When the executives announced their choice I thought they were joking. Sure, the idea they chose was a really fun and outrageous idea, but it wasn’t a doable idea. Not just in that it would be challenging or stretching… it wasn’t a doable idea because we couldn’t LEGALLY do it. Contest rules and government regulations limited the viability of the idea.

While everyone was high-fiving and talking about how cool the idea was. I was internally screaming at the stupidity of the decision. What good is an idea… a vision… if it’s not a doable idea?

Oftentimes we as leaders don’t realize the frustration we cause when we pitch extraordinary ideas and outrageous goals to our teams. Time and time again as I work with executive leaders and their teams I discover an enormous chasm that exists between a leader’s ideas and the reality that it takes for the team to accomplish them.

But what I’ve also discovered is that most ideas are actually possible, it’s just that the leader has failed to connect reality with possibility. A big part of our job as leaders is to be vision casters. We need to be dreaming of the possibilities. We need to have hope for a better future and greater outcomes. But casting vision is not enough. The challenge emerges when we disconnect too much from the reality of what it takes for our teams to help us achieve these visions. Gary Vaynerchuk describes this as living in the “clouds and dirt.” He says, “I spend all my time in the clouds and the dirt. That is to say, I only ever focus on the high-end philosophy of what I believe, and the low-down subject matter expertise that allows me to execute against it. Know the philosophy, know the details, and ignore everything in the middle.”

When we live in the clouds and never get in the dirt, we are no longer equipped to adequately lead our teams. Leaders lose credibility when we’re disconnected from reality. We have to create the bridge. We have to help connect the dots and create a pathway that our teams can see.

As leaders, we must keep ourselves tethered to reality. Remember, not everyone is on board with your big idea. As leaders, we think our grand ideas are obviously great. We birthed them so how would we think any different?  But while you’re pushing through a grand dream, you could be pushing your team to burnout. If your team really hasn’t embraced an idea as their own they aren’t prepared to put in the long hours and sacrifice it takes. What is a natural overflow for you is grueling, resentment producing work for them. You have to slow down to bring them with you, and perhaps let them shape the vision too.

Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!

Who vs. What: A Grey Leadership Issue

WHO VS. WHAT: A Grey Leadership Issue

By: Jenni Catron

There are two schools of thought when it comes to hiring and organizational structure.

The relational types subscribe to “first who, then what”

The all-business types lean towards “first what, then who”

I don’t agree with either of them.

I believe that one of the most dangerous things we can do as organizational leaders is overly systematize our processes.  It’s reassuring, comforting even, to have a formula for every organizational decision.  But I just don’t think it works.  It’s the easy and safe way out.

Leadership is much more complex.

For example: What if you have an amazing “who” but you have no “what” to place them in?  Meaning, you have a great employee with a great attitude, who understands the organizational culture, embraces your DNA and exemplifies great character – all things that you desire to have in an employee – but you absolutely don’t have a position suited for their gift set.  In a large organization, you may be ok because you have a lot of departments that you can place them in, but if you lead a small organization what do you do, especially when the budget won’t allow you to create a role that caters to this individual’s gifts?

Leaders who subscribe to “first who, then what” are likely to keep the “who” they love and put them in any position to keep them on the team.  In most cases, however that leader eventually gets frustrated with their favorite “who” because “who” is no longer a star performer.  “Who” is working outside of his strengths and doing a terrible job.  Eventually you let the “who” go and no one wins.

Leaders who subscribe to “first what, then who” disconnect themselves emotionally from their “whos” and just focus on the “what”.  They create the “ideal” organizational chart and only look for candidates that meet their specific “what” criteria.  The result is a culture that is cold and sterile with no relational chemistry.

I believe the best leaders do both of these things… and a little more.

First, they evaluate their “whos”.  What are the strengths and weaknesses of their individual team members?  What are their gifts?  Where do they shine?  How are they motivated?  What are their dreams and aspirations?  How well do they support the vision and direction?  Do they reflect the DNA and culture that you desire for your organization?

Second, they determine their “what”.  What does the organization need to continue to grow?  What does the organization structure need to look like to best steward its resources and momentum?  What specific skills are needed for those roles?

Then, the leader starts matching the “whos” with the “whats”.  You might move someone to a totally different role because the process of evaluating “whos” and “whats” separately opened your eyes to a solution you didn’t see when you were focused just on one side of the equation.  You also might discover that some “whats” aren’t as critical as you first thought.  You might be able to give up something so that you don’t lose a good “who”.

The point is that while you need to approach some elements of your organizational structure with systematic thinking, your final decisions will come down to more intuitive analysis.  There is a discernment element of navigating this grey leadership issue that you can’t create a system to solve.

Your instincts in leading through the complexity will be what sets you apart as a leader.

How do you recreate, train and develop your team?

What’s the greatest challenge you’ve encountered in managing your organizational chart?

Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!

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