The Building Champions Leadership Development Blog

Drawing upon their decades of leadership experience—and the hundreds of conversations they have each week with leaders across the country—our team of coaches deliver insights, strategies, and tips to help you improve how you lead and live.

Creating a Culture of Performance

Creating a Culture of Performance

Every leader wants a high-performing team, but not every leader knows how to create the environment needed to cultivate performance.

As a leader, you get the unique privilege to establish a healthy, positive, and thriving culture within your team, but it starts with your self-leadership. Your people are watching what you prioritize, tolerate, celebrate, and how you respond during seasons of challenge and uncertainty. And we don’t state that to create negative pressure, but rather to encourage you toward growth in your own performance, because if you want a team that performs with focus and purpose, you must first create the conditions that make that performance possible.

In this article, we share how to create a culture of performance by defining vision, connecting to strategy, setting clear expectations, modeling expected behaviors, and giving both regular feedback and encouragement. By following these steps, you too can create a culture of performance within your team and organization.

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The Power of Reflection

The Power of Reflection

Greek philosopher Socrates famously stated, “The unexamined life is not worth living.” And from this statement, we can infer meaning that to live a life without self-assessment, intentionality, and feedback would risk purpose, potential, and fulfillment. And that’s why self-reflection is so necessary for a human seeking purpose in both life and leadership. We all need course corrections and adjustments at times, but it’s impossible to know the changes needed if we don’t take the time to pause and reflect.

In this article, we discuss the power of reflection and the three key areas every leader must regularly reflect upon in order to be their best both personally and professionally.

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Belonging: The Antidote to the Great Detachment

Belonging: The Antidote to the Great Detachment

Throughout the last few years, we’ve experienced the Great Resignation, quiet-quitting, and the Perk-cession, just to name a few of the buzzy terms assigned to workplace culture shifts. But for the last year or two, we’ve been wading through the Great Detachment. Employees are struggling to find contentedness in their roles, resulting in low levels of engagement and job satisfaction. And with economic fluctuations and increasing technological advancements, it makes sense that prolonged uncertainty and rapidly changing market needs could discourage employees from fully embracing their work. 

So, what can be done about it? How do leaders help employees attach to their roles in a healthy way?

In this article, we cover the importance of belonging, how it can increase employee engagement, foster a dynamic organizational culture, and create an environment where people want to be.

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Setting the Course for 2026
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Setting the Course for 2026

A new year always brings fresh goals, ambitious plans, and full calendars. But if the last few years have taught us anything, it’s that circumstances can change—and fast. What endures isn’t just what you do as a leader, but who you are while you’re doing it.

At Building Champions, we believe better humans make better leaders. And that belief isn’t just a catchy tagline for us; it’s how we’ve coached leaders for nearly three decades. So, as you look ahead to 2026, we encourage you to think about not only what you want to accomplish, but also the kind of human and leader you want to become in the process.

In this article, we share four practical ways to set the course for 2026 so you can grow as both a human being and a leader: clarifying your vision, building healthy rhythms and routines, committing to intentional development, and investing in others.

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