I thought I was a good leader—until a couple of our key associates left the company, started a competing business, and took others with them.

That forced me to do some serious soul-searching. I realized an uncomfortable truth: I wasn’t doing enough to help our employees truly excel at what they do. So, I changed.

I began spending more intentional time with our associates—talking with them, understanding their strengths, and helping them get better at what they are naturally good at. Some were self-starters who simply needed opportunities. Others didn’t yet recognize their own strengths and needed guidance to discover them.

I had to be persistent. Sometimes I’m sure I annoyed them. But I kept working with them until things clicked.

Eventually, they saw where they could truly excel. Now they’re actively developing those strengths and honing their skills—and the results show.

Most importantly, I feel better as a leader. I’m learning that leadership isn’t about managing people—it’s about helping them grow.