Mark Kamin & Associates

Great leaders don’t wait for cracks to turn into collapses. Because when leaders do ignore the cracks, the cost is catastrophic.... Mark Kamin Cookie Boudreaux Marcea Wolf-Carter May Wang Peter McRae Susan Topping Gauthier Toni Kendall Christina Hutchinson Kenda-Le Pernin Marcus Cracknell Michele Clay Vanessa Ayala Medina Carla Everett Kate Sneeuwjagt Lisa Petrocchi-Merriman, M.A. Shawn Seals Me'Shel Riedel

It never happens all at once. No one wakes up and decides,? "??????????, ??’???? ???????? ???????????? ?????????? ??????????????." But little by little, it fades. ? A half-baked report is accepted because “we’re all busy.” ? A missed deadline is brushed off because “they’re usually reliable.” ? A broken commitment is ignored because “pushing back won’t change anything.” And before you know it, the standard that once felt non-negotiable becomes optional. Not because someone said, “We no longer expect excellence.” But because no one fought to keep it alive. → What you allow, you reinforce. The people around you are always watching. Not just what you say—but what you accept. ?? If you let something slide once, it’s a small thing. ?? If you let it slide twice, it becomes normal. ?? If you let it slide three times, it’s the new standard. And it works both ways: ? If you speak up when something is off, people notice. ? If you hold yourself to the same standard you expect from others, people follow. ? If you set the tone for accountability and care, people rise to meet it. It’s easy to push for excellence when everyone is watching. It’s much harder when the pressure is on, when the room is silent, when you’re tired of being the one who speaks up. But that’s exactly when it matters most. Because the true test of leadership isn’t what you say— it’s what you’re willing to stand for.

Years ago, I was living what I thought was the definition of great leadership: → Being available for everyone, and saying “yes” to every request. No matter what was asked of me, I took it on without hesitation. And on the surface, it looked like I was thriving. I was excellent at my job, delivering results, earning respect. But beneath it all, that excellence was quietly becoming my prison. The more I delivered, the more people expected. And I kept saying yes. I never stopped to ask myself:? Do I actually have the time or energy for this? I assumed I’d just figure it out—working late nights, sacrificing weekends, missing important moments with the people I loved. Until my body decided it had had enough. One day, exhaustion hit me like a freight train. Chronic fatigue. Shot adrenal glands. Anxiety attacks that left me breathless. My body was waving the white flag. But here’s the truly insane part—even while I was completely burnt out, I felt guilty. Guilty for not doing more. Guilty for letting people down. Guilty for not living up to the impossible standards I had built for myself. That was my wake-up call. I knew I had to find a different way. I wasn’t willing to keep choosing between success and my own well-being. That’s when I discovered something that changed everything. Through a program called Mission Control, I learned a simple but radical truth: → I could perform at a high level and be healthy at the same time. I started using the tools from the program, and something incredible happened— my anxiety began to ease, my energy returned, and for the first time in years, I felt a sense of balance. I learned how to say no. How to design my time around what actually mattered to me, not just what other people wanted. And most importantly, I realized I’d been living a lie—believing I had to take care of everyone else before I took care of myself. Now? I do what they say on airplanes. I put my own oxygen mask on first. Since then, I’ve led this program for individuals and teams across entire organizations. And I’ve watched them discover the same transformation—moving from overwhelm and exhaustion to clarity, peace of mind, and high performance. So if you’re reading this while running on caffeine and willpower, pushing through just one more exhausting day… I want you to hear this: → This isn’t sustainable. It’s slow-motion self-destruction. The real question isn’t how much more can you take on? It’s what kind of life do you want to create? One that drains you? Or one that lets you thrive?

Every workplace has it.... The whispered frustrations.? The unspoken tensions. The side conversations. It might seem like just office dynamics, but gossip is a sign of something deeper: a culture where people don’t feel safe enough to speak directly. Here’s what’s really happening when gossip spreads: ? Unresolved tensions get passed around instead of worked through. ? Problems linger in the shadows instead of being solved. ? Feedback turns into frustration instead of growth. ? Trust erodes, and so does engagement. The issue isn’t what’s being said—it’s what’s not being said to the right people, in the right way, at the right time. That’s why I hold one core agreement with every leader I work with: ?? We commit to speaking to each other, not about each other. This means: → If something’s not working, you address it at the source. → You don’t say anything about someone that you wouldn’t say in front of them. → You choose courage over comfort when it comes to difficult conversations. When this becomes the standard, everything shifts: ? Complaints turn into real conversations. ? Trust deepens, and collaboration strengthens. ? Issues get handled at their root, not just talked about. ? People feel more ownership, accountability, and alignment. The truth? Gossip isn’t the problem. It’s just the smoke signal. The real challenge is creating a culture where honesty isn’t just encouraged—it’s expected. And that starts with leadership.

We’ve all been there—meetings that start late, drag on, and leave us wondering why we even showed up. The impact? Wasted time, lost momentum, and frustration that quietly erodes trust and engagement. So, how do we change this? Not with more rules or calendar audits, but with a fundamental shift in how we show up as leaders. Here’s how: ?? Start with Ownership If meetings in your organization are consistently ineffective, ask yourself: ?? "How am I contributing to this?" - Defaulting to meetings that could be an email?? - Allowing discussions to wander?? - Tolerating lateness? Leadership isn’t about complaining—it’s about setting the tone. ?? Create a Culture of Presence Meetings suffer when people are physically present but mentally elsewhere. Try this: → Start every meeting with a deep breath. Ask a grounding question: ?? "What’s the most important thing for us to focus on right now?" Presence is contagious—when you model it, others follow. ?? Declare a Clear Purpose A meeting without purpose is like a ship without a rudder. Before sending an invite, ask: ?? "What is the outcome we’re driving toward?" If it’s just to share information, consider a different format. Make it clear why people are there and how they should contribute. ?? Honor Time as a Leadership Discipline If a meeting starts late, it signals that time isn’t valued. If it runs over, it suggests poor planning. Great leaders respect time—yours and others’. Start on time, end on time, and if you don’t have what you need, ask: What will it take to move forward? ?? End with Intentionality Meetings should have clear next steps, not just “great discussion.” Ask: ??? "Who owns what?" ??? "By when?" Accountability isn’t about micromanaging—it’s about ensuring conversations translate into action. Meetings don’t have to be a drain. They can be a place of clarity, momentum, and meaningful connection. But that starts with us. How do you keep your meetings effective? Mark Kamin Cookie Boudreaux Marcea Wolf-Carter May Wang Peter McRae Susan Topping Gauthier Toni Kendall Christina Hutchinson Kenda-Le Pernin Marcus Cracknell Michele Clay Vanessa Ayala Medina Carla Everett Kate Sneeuwjagt Lisa Petrocchi-Merriman, M.A. Shawn Seals Me'Shel Riedel

Matick Auto had a 10 year partnership with MKA. Here are the results: ?? 99% increase in sales revenue (2012-2022)? ?? 149% increase in gross revenue (2012-2022)? ?? Ranked #7 in US Chevrolet Vehicle Sales (2017)? ?? Chevy Dealer of the Year 9 years straight (2014-2022)? ?? Body shop gross revenue and profitability at all-time high (2023)? ?? "Best Dealership in Detroit" by Hour Detroit Magazine 6 straight years "The training has transformed the way I think, operate and organize my world. There is not a moment of my day, personally or professionally, where it has not shaped how I think, speak, and listen." The ripple effects went far beyond numbers on a spreadsheet: ?? Measurable results and empowered accountabilities.? ?? Authentic customer service that creates raving fans. ?? Teams operating from a foundation of integrity.? ?? Effective communication across departments. ?? A culture that attracts and retains top talent. "Working with MKA has directly impacted how we communicate effectively within our teams and with our clientele. Our productivity has rocketed which impacts the bottom line." The Matick story proves what's possible when cultural transformation becomes just as important as operational excellence. Are you ready to build a culture that doesn't just survive challenges but thrives through them? Mark Kamin Cookie Boudreaux Marcea Wolf-Carter May Wang Peter McRae Susan Topping Gauthier Toni Kendall Christina Hutchinson Kenda-Le Pernin Marcus Cracknell Michele Clay Vanessa Ayala Medina Carla Everett Kate Sneeuwjagt Lisa Petrocchi-Merriman, M.A. Shawn Seals Me'Shel Riedel

Some people thrive in toxic cultures. But at what cost? High performers can hit their targets, drive results, and push through—no matter what. But they don’t succeed because of the system. They succeed despite it. And that success comes with a price: ?? Burnout—because they’re constantly working against inefficiencies ?? Turnover—because even the best eventually hit their breaking point ?? Lost potential—because instead of amplifying success, the culture drains it Now imagine this: What if those same top performers didn’t have to fight against the system to succeed? What if their energy went into innovation instead of navigation? What if excellence wasn’t exhausting—but effortless? That’s what happens when you shift from a performance-at-all-costs culture to a performance-that’s-sustainable culture. ? Where clarity replaces confusion ? Where success is repeatable, not accidental ? Where the best don’t just survive—they thrive And here’s the real game-changer: In a culture designed for sustainable success, high performance isn’t limited to a few. More people can step up, contribute at their best, and excel—without burning out. The strongest leaders don’t just push people harder. They build systems where high performance isn’t a battle—it’s a natural outcome. What kind of culture are you creating? Mark Kamin Cookie Boudreaux Marcea Wolf-Carter May Wang Peter McRae Susan Topping Gauthier Toni Kendall Christina Hutchinson Kenda-Le Pernin Marcus Cracknell Michele Clay Vanessa Ayala Medina Carla Everett Kate Sneeuwjagt Lisa Petrocchi-Merriman, M.A. Shawn Seals Me'Shel Riedel

Many leaders believe that if they hire great people, a strong culture will naturally emerge. It won’t. Without clear intention, here’s what actually happens: ? Communication becomes cautious, indirect, or downright dysfunctional. ? Teams form their own micro-cultures - often at odds with each other. ? Unspoken rules are set by the loudest voices, not shared principles. ? Values get framed on the wall but ignored in real decisions. Culture isn’t about hiring good people and hoping for the best.? It’s about how those people interact, day in and day out. A thriving culture looks like this: ? Accountability isn’t top-down; it’s owned by the team. ? Problems are surfaced early, with solutions already in mind. ? Direct, honest conversations replace backchannel complaints. ? Innovation happens because failure isn’t punished—it’s learned from. ? Departments collaborate instead of compete for resources and recognition. Culture is shaped in every meeting, every decision, every conversation. The question is: Are you shaping it with intention, or letting it take shape without you?

You’ve got a team of high-performers, but they aren’t producing results. What’s missing? Stacking your team with top performers seems like the fastest route to success. But high performance isn’t about individual talent—it’s about collective effectiveness. A true high-performing team isn’t just a group of skilled individuals working side by side. It’s a system built on trust, collaboration, and shared purpose. Are you stuck building a collection of high performers? Or are you shaping a truly high-performance team? Mark Kamin Cookie Boudreaux Marcea Wolf-Carter May Wang Peter McRae Susan Topping Gauthier Toni Kendall Christina Hutchinson Kenda-Le Pernin Marcus Cracknell Michele Clay Vanessa Ayala Medina Carla Everett Kate Sneeuwjagt Lisa Petrocchi-Merriman, M.A. Shawn Seals Me'Shel Riedel?

A CEO I worked with once told me, “If my team just worked harder, we’d hit our goals.” Sound familiar? He saw missed deadlines and slipping performance and assumed the solution was more hustle—more hours, more pressure, more urgency. So his team buckled down. Late nights. Back-to-back meetings. Sprint after sprint. And yet, results didn’t improve. In fact, they got worse. Why? Because the problem wasn’t effort—it was engagement. His team wasn’t slacking off. They were burnt out, uninspired, and running on empty. Here’s the truth: People don’t do great work just because they’re told to push harder. They do great work when they feel connected—to the mission, to the impact, to something bigger than just a deadline. So if you’re frustrated with your team’s performance, don’t ask, “Why aren’t they working harder?” Ask, “What’s getting in the way of their best work?” That shift makes all the difference.