Sherry and Marcia join me on the podcast to chat about the 4 concepts that have helped them get where they are today. Lead to Inspire is now 4 years old and thriving . They chat about their organization, how they help their clients, and what has made their lives better because of their choices as leaders.

Find Sherry and Marcia on:
LinkedIn; Sherry and Marcia
Their Website

Transcription below (May contain typo's....):
Marcia: [00:00:00] I was just thinking about like the one on one coaching.

We do. We often hear that, one of the things that we do on those calls is we challenge their thinking. I think they appreciate getting a different perspective. Sometimes it's nice to have a perspective of somebody that's not involved in the necessary the day to day you're on the team.

But for a leader to be able to say, here's, what's going on and I don't know what I'm missing, help me understand what the other person may be thinking or why they would have done that. And, so Sherry and I like to just challenge their challenge or their thinking as we go.

And, They usually, solve their own problems at that point. 

Keerstyn: [00:00:36] welcome to the podcast, Sherry and Marcia. I am really excited to have you both here today to talk a little bit more about what you do, how you help your clients and how you continue to change the workforce.

Sherry: [00:00:46] Absolutely. thanks for having us first off. 

Keerstyn: [00:00:48] Yeah, for sure. 

Sherry: [00:00:51] So a little background on us, Marsha and I, met in 2001, we were both coming from different organizations and landed on the same sales team.

[00:01:00] We became fast friends and, Truly we're dubbed this dynamic duo, which we didn't really understand at the time we thought it was because we get results and, we move forward and do things well, within our territories. But what we found later in life is really, we have a lot of the same.

Strengths, but we certainly have some gaps. So my opportunities or areas that I need to improve on, Marsha's very strong in. So we just work well together because of that. and it's great to have that, the person next to you, then fast forward we worked at. Sales for 10 years together. And then I worked in business development in a different organizations and, then came back to work together in a startup company, honey, that truly helped us launch our own business lead to inspire, because we're able to sit down across the table and build out training for.

Individuals young leaders were coming to us asking questions. and I think we both vividly remember sitting in a conference [00:02:00] room one day and the light bulb went off for us. It was a successful training on how to have difficult conversations with a lot of young leaders and the room was packed and there was great conversation.

And when they all left the room Marsh and I looked at each other and we went, this was amazing. What if we did this every day? and so that was really the launch to lead to inspire four years ago. 

Keerstyn: [00:02:22] Awesome. That's sweet. I love how you guys do been in each other's lives for 10 years. You just connected off and on until this all happened and congrats on your four years too.

That's very exciting. Yeah, absolutely. So we actually have set up a four part podcast because we're celebrating you guys as four years of being in business. So the first thing that we're going to talk about is being intentional and being present. Do you want to just dive into that and, I guess give us the big picture and then we can dive in a little deeper.

Marcia: [00:02:56] Yeah. So I would say Sherry and I always have believed [00:03:00] that, we, and we've said this to each other, like work smarter, not harder, and really believe that we were pretty intentional with the way that we worked and. I think we really have found it when you start a business and there's two of you and you're responsible for all of it, although you're not great at all of it.

You've really got to get intentional about how you spend your time, the projects that you work on. the be present part for us was really important too, because, prior to starting our own business, we were, had always worked in the corporate world and. other people really drove our projects are, the things that we were working on.

And, you get to a point sometimes where you're like, I don't know if that's exactly how I want to spend every day and am I making the impact in the world that I want to? And so this be intentional, be present has been a mantra for us. it goes way beyond just, working smarter, not harder, but it's, really being intentional in all that we 

Keerstyn: [00:03:56] do.

Yeah, 

Sherry: [00:03:58] absolutely. That it's okay to say [00:04:00] no. I think that was a big issue for me, because we all want to be all things to all people. And so I'll just say yes to everything. And then at the end of the day, you dread having to go to that committee meeting or whatever it is. And I think when we gave ourselves the opportunity to say no to the things that we aren't passionate about, because there are 10 other people go out there who would probably love to be on that committee who really have a passion for it, let them serve their passion and focus it.

it's hard to say no the first time, but then when you realize how freeing it is, and that works in leadership every day, there's some things you can't say no to, but there are other things that truly you can, and it makes a big 

Keerstyn: [00:04:38] difference. Yeah. What are the biggest hurdles for your clients when they start.

Saying no, essentially. And being intentional about what their projects are, their passions are. what is the hardest hurdle that they get over? And then what are some of the outcomes that really, are positives after the fact, once they learn how to do it, 

Marcia: [00:04:58] I'd say it's a big [00:05:00] mindset shift to, to like Sherry said, give yourself permission to say no, and to really step back and evaluate.

the things that are, yeah, I know are being asked to be with it is to sit on a board or a committee or to take on a project if it's, it doesn't really align with who you are, your goals, your focus, then it is okay to say no, but I think to Sherry's point it. Until you give yourself that permission and until you really start to exercise at it, it's a mindset shift to believe that it's okay to say no.

And to really be intentional about the things that you're saying yes to. And, when you do that, you, everything that you're saying yes to has a lot more, you just get so much more out of it. 

Keerstyn: [00:05:43] Yeah. Absolutely. That's really important in my opinion. And it's hard to say no initially, and I've even found that, but, it's also really rewarding in the end and a positive transition for sure.

I'm personally, 

Marcia: [00:05:59] it's a [00:06:00] behavioral shift, right in anytime that we're trying to create a new habit or, change a behavior. There's work involved with it. So I think it is that, shifting of mindset and really practicing some of the, ways to be able to say no effectively. 

Keerstyn: [00:06:15] Yeah, absolutely.

And I, the thing that I think about too is it's figuring out what you're intentional about as well. So you c...

Robin Shear joins us on the podcast to talk all about joy. She is a joy coach that focuses on helping people find their passion and happiness in the work place. From figuring out what your passions are too having refreshing moments during the day, it is so important to find what makes you happy and driven in your every day life.

Find Robin on:
Linkedin
Her website

Full transcription below:

[00:00:00] Robin: [00:00:00] But if I'm not feeling like myself, I'm just not really on my game and feeling like my whole normal stuff. I'll take a look at my list of joys. And I'll see, gosh, I haven't moved in a week. I'm sitting at my desk eight hours a day, 12 hours a day and not doing anything. Of course, this is why I feel like this.

Keerstyn: [00:00:36] welcome to the podcast, Robin. I really excited that you're here today to talk a little bit more about what you do. Can you just give us a brief intro of how you got involved in your work and what you do now for your clients?

Robin: [00:00:49] Hi Kiersten. It's so much fun to be here. brief intro basically 

Keerstyn: [00:00:53] goes like 

Robin: [00:00:53] this. I'm one of those people who would just can't quite fit you're out what I want to be when I grow up. And no, I have changed [00:01:00] careers many times and totally loved each of my callings. And. I got to a point where I realized I've been coaching all along unofficially and several people pointed that out and said, you really ought to check this out.

And finally, the time came when I thought, okay, maybe I should listen to these folks. And I'm so glad that I did, because it really was, allows me to just do what was natural, but in a more constructive way, and just really reach people wherever they are and help them, figure out. What do they want?

let's just slow down a little bit and dream and let's throw some fun into the mix. I feel know the world is just a really demanding, really difficult place and we don't slow down often enough just to dream and have fun and play. So my focus is really joy and helping people live more joyfully while they're doing all this great stuff that they want to do.

Keerstyn: [00:01:55] Yeah, absolutely. What are some of those. Problems that your [00:02:00] clients come to you with that they, obviously they might be overworked or they might not be enjoying their career anymore, but what are some of those bigger issues they, end up having that you help them 

Robin: [00:02:11] navigate through? Yeah. you definitely named some big ones.

I work with a lot of people who are very driven. these are people who are all about accomplishing things and doing wonderful things that contribute to the wellbeing of so many others. But what is the common denominator with my clients as they pour into everyone else and do it.

Gladly, willingly, but they don't pour into themselves. they just really, they have a very active to do list and they are never on it, or if they are on their own to do list or at the very bottom. And so often they're, they're ignoring the fact that they have needs too. And that it's, it's their responsibility to meet their needs.

Also just feels good to meet their needs there. So about everybody else. [00:03:00] So a lot of people are burned out. a lot of people really are disconnected with the people that matter the most to them because they are so driven. I have a lot of parents in my network who are very involved in their kids' lives.

they're committed to doing all these things for their kids, but they don't even know them. Because they're so busy serving them. They don't slow down to connect with them. So that's a really common denominator. Yeah. Yeah. 

Keerstyn: [00:03:27] It sounds a lot like even a manager to employee relationship in terms 

Robin: [00:03:31] of 

Keerstyn: [00:03:32] you, you're serving them and you're helping them grow, but then the relationship aspect is just missing.

So that. that often makes so many issues down the road and, bigger problems than what we have believed for sure. 

Robin: [00:03:47] You're still like Kiersten. And think, employers, they do the best that they can, they go to school and they, they implement all these fantastic strategies and those are all well and good.

But what you said, I think really hits the nail on the head. [00:04:00] We want to be known. We want to be in relationship and, we want to feel like our contributions matter and that people get who we are and. I don't think that a lot of managers really appreciate the beauty and just knowing the people on their team on a personal level.

you don't have to hang out with them and yeah. Do life every day after work, but just to know what matters. So the people on your team and who are they as individuals outside of what they're contributing to your organization, those folks who feel known and who feel valued and who feel a sense of joy and happiness at work.

Those are the people who are going to stick with you for the long run. Those are the people who are not going to turn over or call in sick. Those are the people who are going to be productive and really excited to contribute. There's a lot of good. And knowing your team. Yeah, 

Keerstyn: [00:04:52] absolutely. What are some of those, Things that you help people get through.

So obviously they come to you with they're burnt out. They're [00:05:00] not investing in themselves. They're not building relationships with their people. What are some of the strategies that you walk them through in terms of getting back to those relationships and investing in yourself and having emotions are, deeper within 

Robin: [00:05:18] kind of thing.

it's such a good question. I think it really has to start with, does this person even understand what joy is? are we confusing, happiness and joy? Which so often is the case. they both make us feel so great. But happiness tends to be very short term and it goes away when the circumstances change.

And what I want to do is cultivate a sense of joy that is lasting, that can withstand whatever garbage life is going to bring, because it's going to happen, right? If you want perfection, you're going to have to wait until later we, this is a broken world and we need to know how to be resilient within this world that we live in.

And I really want my clients from the very beginning to know. What [00:06:00] joy is. And then what brings them joy on a personal level. Cool. And then this is so fascinating because everyone I talked to has such a different list, such a different bunch of answers, and I love the mystery of it. And.

Sometimes, my clients have no idea. They come to me, they are so committed to everybody else. And if I ask them what brings you joy, they cannot answer the question. And so that's what I'm there for, to really help coach them into a place of it's okay. To dream a little. and it's okay to think about yourself sometimes for the very first time, they tend to show up with guilt and it's so interesting because.

No guilt is the emotion that goes hand and hand with wrong. Doing. And there is nothing wrong with slowing things down and meeting your needs. There's nothing to be ashamed of, nothing to feel guilty about. So we do a lot of work around that, and then we really take a look at the different are...

Jim Immel joins us on the podcast this week to talk about being a middle manager. It can be outright difficult to know exactly how to support your team when you are new to a managerial position, but it can also be incredibly rewarding. Listen in here!

Find Jim on:
His Website!

Transcription below (typos may occur...)
Jim: [00:00:00] [00:00:00] When I was 30 years old, there was a manager that we always said, he really thinks about what have you done lately? Cause it's almost like what you did 10 years ago really didn't matter, but what have you done lately? And the joke became he's actually, he's so forward focused.

It's he doesn't even care what you've done lately. What are you doing tomorrow? And that's the world we're living in. What are you doing tomorrow? What are you doing tomorrow? And What I believe is very effective is take a few minutes and look back before you go forward. Keerstyn: [00:00:58] 

welcome to the podcast, Jim. I am really [00:01:00] excited that you're here today to talk a little bit about what you do and who you are and how you help people in the past and the present. do you want to just give us a brief, intro of who you are, what you do and then what your mission 

Jim: [00:01:10] is?

Yes. Thank you. what I do today is I'd love to develop those who influence others. How I got here has been a long journey. I came out of college. First job was selling insurance right away. And so I was using what I like to call the people's skills right away. Being able to connect with, Prospects clients and be able to help them meet their goals and objectives.

And over the last 40 years, my business has evolved, but it's always been the same. It's been connecting with people and helping them get what they want. And so what I do today, the last 21 years, I've been introduced as a business coach and primarily working with. small, medium sized businesses that believe that they can get better.

And many [00:02:00] of my clients are looking for how do I transition the business to the people who have helped me build this business? So I get introduced, via succession planning, helping people be able to transition their business to others. 

Keerstyn: [00:02:15] Yeah, absolutely. That's really interesting, especially because that transition is oftentimes the younger people, those middle managers that are now meeting the rise up into the executive roles or those type of seats as C-suites spots, what are, what's some advice that you would give those people when they're in that transition phase?

Jim: [00:02:37] it's interesting, there's, when you take a look at the generations and then who is rising up to be leaders, first of all, I look at people in three different ways and they can be all three, but, there's leadership, leading people, there's managing a lot of people are introduced as managers and what they do is they manage processes and.

[00:03:00] Procedures and goals, but really at the end of the day, if you're a good manager, you're also a good leader. You're influencing others and encouraging them to grow, take on more. And then there are top performers. There are people, that are just really good at what they do. And you want to put them in that playground where they're able to do what they do, not necessarily managing other people, but what's interesting is.

Everybody in a small, medium sized business is leading. you show up with a, an attitude every day. You show up with positive or negative emotion, and we all lead by example, people pay attention. And so I just really like to approach it as everybody is in leadership. It's what kind of leadership are you providing?

but the managers, what's very interesting in my practice today and I've shared this with other business coaches, I'm in a network with some other people and I'm [00:04:00] calling it the missing generation because 2008, 2009, a lot of people who would be in those. Upper management positions, went to bigger companies and that's what the security was.

And I'm calling it the missing generation because it's like the upper fifties are transitioning to the 30, 35 year old, sometimes 38. And there's a missing generation, which is a great opportunity for a lot of young people and to work on their skills and leadership abilities. And, there's another generation coming up and I've talked to other people about is a lot of people in their twenties and early thirties that are actually providing, I like to call it leadership from within they're impacting and influencing the company just by their, what if we did this?

Have we ever thought about this? Just the passion that they have as [00:05:00] they approach their work. And so there are a lot of talented young people, when I'm coaching, the business owners are saying, are you paying attention to this person? 

Keerstyn: [00:05:09] Yeah, absolutely. Absolutely. What is missing in those? I guess you call it the missing generation.

Is there something that's missing that, we could see in this younger generation that we could help them coach them to, 

Jim: [00:05:23] to stair-step real quick and jump over a couple of steps. Yeah. again, I have a practice, I'm not. Coach and a bunch of other coaches, I have a practice, but in my practice, there are a lot of people that have ended up in that. They're now 55 where they're now 50 years old and they were in their prime getting ready to step up.

And then 2008, 2009 came along. And what I'm saying is that there are a lot of people that are staying safe. In those roles, we've always done it this way. No, we tried that back 10 years ago. [00:06:00] there's a little bit of, what I like to call a fixed mindset. There's a book called mindset by Carol Dweck, which is a.

Awesome book for anybody to read. and it talks about the difference between growth and fixed mindsets. And there honestly, there are a lot of people that have that fixed mindset who have found themselves into management roles and they're being safe today. The world is changing fast and there are a lot of creative people, innovative people that your business is competing with.

and so I really try to encourage my clients that are in leadership and management roles to bring that out, get that innovation out, let them know that, it's OK to, strategically go into a new idea. the managers now can help them by asking them questions to develop their critical thinking skills, because there's a.

There's a little bit of a paradox. These people have all this talent, but they've grown up with Google. And 10 [00:07:00] years ago, Google is not a search engine. It's an answer engine. And There's a, one of the things in a lot of my projects, the business owners are saying, how help this youth help this talent develop critical thinking skills.

And so just get into that state of wonderment of what if, I wonder if, and, have the courage to keep moving forward, but that's a big part of the managers. You will influence how much of that you get out of people, or you will. stifle that type of creativity. And what's really interesting is if you don't connect with them, if you don't really know the people you're leading.

And if you're just more about what are we going to do today, and here's the process, boom. If there's a low connection, but there's a high challenge in what they're doing. People can get frustrated. And so it, for the people listening, if you just think about these four [00:08:00] quadrants, if you go from low connection to high connection on the horizontal and then the vertical, if you go to low challenge, high challenge, What...

Sara Stern joins me on the podcast this week to talk about family businesses and how they can tackle EOS as organizations. Sometimes family businesses can be tricky, but they also can be creative and rewarding when using the right EOS tools to tackle their issues.

Links to find Sara:

• Her Website!
• Linkedin

Transcription below (some typos might exist..):

[00:00:00] Sara: [00:00:00] any company that runs on EOS, uses it, meaning, we get really clear about what their core values are and the core values in any company that runs on EOS. Are all about what makes you a unique place to work. And it's when you hire and fire and review and reward and recognize your people according to your core values that builds that culture.

Yeah. My favorite core value that a family business had was that they are seriously silly. That was one of their core values. And it was absolutely true. They were very good at the work they do. And they took it very serious seriously, but they're also completely hilarious goofballs. and that came directly out of the founder of that family business.

There was a third generation or a second generation getting ready to run it. And that came directly out of the personality of the founder of that. And that's one of the things that I think is really amazing when family businesses use EOS is that core values conversation. Isn't some sort of [00:01:00] weird.

Corporate culture, yucky thing it's looking at, who are we? Who have we always been? Who will we always be? And that almost always points back to a founder and the kind of people that dug in to help found that business and the kind of values that person has passed down through generations. That's really fun. Keerstyn: [00:01:56] Welcome to the podcast, Sarah. I am so excited that you're here today.

Do [00:02:00] you want to give us a brief intro of how you got involved in your work and what you do now? 

Sara: [00:02:04] Sure. almost 20 years ago, I became a certified coach, back in the days when I would tell people I was a coach and they'd say, Do you coach tennis? what kind of coach are you? So it was very early on in those days.

The, reason I became a coaches because I wanted to have a huge, positive impact in the world. And once upon a time thought that way being a doctor or a teacher or something, and then realized working with business owners is the way that made the most sense for me, that over time turned into doing some work with coaching at target.

With leaders there and their headquarters, and then led to me working with the owners of family businesses. And from there, I became an EOS implementer and for five years have been doing that. And part of that work includes, teaching them. So back to the, being a teacher, I got to do that a little bit, but also coaching [00:03:00] them and facilitating really tough conversations that they have.

And I'm from that is from some new work I'm doing as well. Helping family businesses really understand the big picture of what it takes to have a strong family business, and bring in the advisors that they need. and that business is called the Sage pages. 

Keerstyn: [00:03:19] So it's cool. I guess one of the first questions I have is what makes a family business EOS implementer a bit different than just a EOS business implementer?

Sara: [00:03:31] I'd say, I probably going to say it's just two things. I really implement EOS purely. I don't do it differently than any other EOS implementer. I guess the two things that make me probably different is one. I just have a big passion for family business. So that's where I spend my time and energy and marketing and the world I know the most about.

And then I might also say I'm probably a little more strict about, some of the tools. Then [00:04:00] maybe another EOS implementer. I think there's people in the world who think, Oh, it's a family business. We can be okay with it. The entire leadership team being family members, whether or not they're actually skilled, to be in that role.

And I'm probably a little bit. Less okay. With that. Maybe I'm guessing because I really take it seriously that the leadership team should be absolutely the right people in the right seat.

but I think I might bring a little bit more strictness or. Or confidence or stories I'm making the argument that really is the right way to do it for your family business, even though it might hurt feelings. 

Keerstyn: [00:04:36] Yeah, absolutely. Do you want to tell one of those stories of why it's important to have different people in different seats instead of just your entire family on the top of the C suite?

Oh my 

Sara: [00:04:48] gosh. Do we have all day? Yeah, I'd love to here's one of them, it was a family business. dad was third generation, two sons, two fourth [00:05:00] generation sons. In the business, working in the business, one fourth generation son had no interest in a fourth generation daughter was not interested either.

the kind of running assumption was that one of those sons would run the business. meaning he would sit in that integrator seat, as we started working on  their org chart, which we call the accountability charts, it just became really obvious that this other key leader in the business who was not a relative, not a member of the family at all, was the person uniquely skilled to take that role. it ended up being a very deep conversation, with that family member.

Actually being really moved and crying in the session being touched that the family would trust him in this case, him, to run that, to run their business, that had their name on the door. And what also came out of, it was a huge sigh of relief for the next generation members. Who'd grown up their whole [00:06:00] lives.

wondering which one would run the business. And wondering if they were really capable or interested in doing it. So it was a really powerful the day we decided that, and that was now almost three years ago, that business is thriving and the family members are thriving in the positions where they ended up being.

And I will say actually only one of the sons stayed in the business. The other one realized it wasn't the right place for him, but they're all now in careers and in jobs that they're thriving in. And the non family member who's sitting in that key role is also thriving. So absolutely the right choice for them.

Keerstyn: [00:06:38] Yeah, absolutely. So what are some of those things that. Get these family members or just these businesses in general from like we're really struggling. We should talk to an EOS implementer. What are some of those pains that they're feeling? And you mentioned a few already, but on average would I buy?

Sara: [00:06:56] Yeah, I would say most of the ones that come to me [00:07:00] are, the owning generation or the generation that's leading it, which might be first or second or third generation. Coming to realize, Oh my goodness, this next generation of my family wants to come in here and we don't know where they fit. Where should they be?

what should their role be? That's almost always a way a family business, comes to me other times. It might be, Oh, we're just not growing anymore. Profits are struggling. Of course, many businesses profits are struggling right now. it might also be that they've become a flavor of the month business where.

The leadership is like, Oh, read this book and then they try something for a little while and then r...

Brains are wired to move away from threat and toward reward (but you probably already knew that). Minor 'failing' can be considered a threat and our avoidance often times stunts growth within an organization. From not wanting to start a new project to being okay with processes that don't work, it can be a challenge to get over the barrier to potentially fail. As leaders within our organization, a way that we can create psychological safety is allowing failure within our employees work. Jill Windelspecht joins us on the podcast this week to talk about what it looks like to fail, why it is important to fail, and how we can continue to promote failing to learn within our workplaces.

Find Jill on:
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Her email: [email protected]
Her podcast

Right now, we as leaders need to be self aware and transparent with our employees. Our people want to see that we are human too and that we aren't perfect but rather learning to become better. Jaime Taets, from Keystone International, joins us on the podcast this week to talk about why we need to show our people that we have emotions and that we can empathize with them not only professionally but also personally.

Find Jaime on:
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Her Resources

Having everyone in the organization on the same page can be challenging, especially when change has happened recently. Whether you are trying to initiate change that will shift your organization and team culture or implementing small actionable goals that will help promote growth, it can be hard to know exactly what to do to make sure everyone is on the same page. Dave Feidner joins us on the podcast to talk about how to make sure your team is on the same page to promote healthy and sustainable growth within your organization.

Find Dave on:
His phone: (248)881-9103
Linkedin
Email: [email protected]
His website

It can be hard to evaluate what to do with your organization when it feels like things might be headed in the wrong direction. You might feel like you are in over your head shambling to duck taping the issues back into place and not continuing your growth. This week on the podcast we have Jason McCullough on to talk about his experience running an organization when it felt like things were falling apart, how they worked towards solving their issues using EOS and how he now helps his clients using EOS. Not only does he share real life examples of what it looked like to run the business, but helps us understand why they were struggling.

Find Jason on:
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His Newsletter

Managing the Way is sponsored by Waypoint HQ. Waypoint is a breath of fresh air. A solution that enables you to be the manager that people want to work for. It helps you in holding regular, focused, intentional employee one-on-ones that will result in valuable feedback and a forum for coaching your team.

Leadership tools can be overwhelming. There are so many to choose from yet it can be hard to pick the right ones for the right situation and right personalities. Chris McClure joined us on the podcast recently to talk about tools to use as a leader, which ones to pick, and when to use these tools. He not only goes into depth on what tools would be best for certain situations but who should use what tools!

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Managing the Way is sponsored by Waypoint HQ. Waypoint is a breath of fresh air. A solution that enables you to be the manager that people want to work for. It helps you in holding regular, focused, intentional employee one-on-ones that will result in valuable feedback and a forum for coaching your team.

Sometimes it can be challenging to continue to move your company forward when the leadership team struggles to find a clear direction. This week on the podcast we specifically talk about the role of the entrepreneur (otherwise known as the visionary) and the process person (the integrator), and how each can work together to not only create great ideas but to also create great companies in the process. Doug Andersen walks through each role and how you can support one another whether you are in the integrator or the visionary.

Find Doug at:
His website!
His email: [email protected]
His integrator group
Linkedin

Managing the Way is sponsored by Waypoint HQ. Waypoint is a breath of fresh air. A solution that enables you to be the manager that people want to work for. It helps you in holding regular, focused, intentional employee one-on-ones that will result in valuable feedback and a forum for coaching your team.