Perfect Pathway



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transformative programs for people, teams, and organizations


“Potential gets old fast.”  John M. Collins


Ever wonder what it would be like if . . . .

  • everyone got along just a little bit better?
  • expectations were clearer?
  • you had more control over your strategic environment?
  • communication was more effective?
  • you and/or your team significantly improved in a short period of time?
  • there was less frustration and more engagement?
  • people trusted each other more?
  • workplace relationships were more constructive?
  • it was more fun to come into work every day?
  • you had more confidence in the future?
  • troubles from the past did not haunt you or your team?
  • resources and opportunities were more abundant?
  • leadership talent was continually growing and developing?


All teams get stuck

A team that underperforms is not necessarily a “bad” team.  It simply means that, with a new approach, you could be functioning at a higher level of excellence.  

Here are the facts:

  • Team performance mirrors individual performance 

  • Attention paid to individuals creates benefits for the entire team

  • Chronic underperformance always has chronic causes

  • Many teams are limited by toxic thinking habits that impede progress

  • In the worst instances, a dysfunctional team will bleed revenue and drain its power, making it harder and harder to correct the team’s underlying problems.

Sobering Statistics

  • 66% of all employees in the American workforce are disengaged (Gallup)

  • 61% of employees are burned out on the job (CareerBuilder)

  • Only 10% of people have natural leadership abilities (Gallup)


The Widening Gap

There is evidence that the separation between improving teams and decaying teams is accelerating.  Here’s why:

The greatest teams are great because they’ve made continuous improvement a singular focus in their cultures.  Despite being highly effective, they are quick to identify weaknesses and put forth the effort needed to convert those weaknesses into strengths.  As a result, their upward improvement trajectory is steep, and their progressive momentum is strong.

The worst teams are those whose members no longer feel relevant, which is the ultimate human need.  When this happens, all energy is wasted on coping and simply getting through the day.  All progressive momentum is lost so, with each passing day, the team falls further and further behind.  Without a major shift in circumstances or motivation, the team in decay has a rendezvous with eventual catastrophe.   

Here is the good news!

  • You can reclaim or bolster your progressive momentum
  • You can reinvigorate any team
  • You can breathe life into all workplace relationships
  • You can inspire new, more constructive thinking habits
  • You can facilitate new forms of collaboration
  • You can hold impactful staff meetings
  • You can build motivation and enthusiasm
  • You can retain your top talent
  • You can attract new high-quality team members
  • You can spark innovation
  • You can drive new business and opportunity
  • You can stop any bleeding of your revenue
  • You can restore any power your team has lost


You can change the game!



Follow the Perfect Pathway™

  1. Open the minds of the your team members by helping them understand the possibilities that exist and the benefits they will enjoy by thinking differently about themselves, their work, and your team’s mission.

  2. Engage the hearts of every member of your team by recommitting to your mission, or even reinventing or expanding your mission to spark greater enthusiasm.  Start setting some big goals – individual and collective – that raise people’s excitement.

  3. Channel the energy that is unleashed when motivation grows and innovative thinking soars.  You will need to be deliberate in this effort to keep people focused and progressing together as a cohesive unit.

  4. Elevate the team through new and exciting ways of leading – ways that inspire trust, commitment, and energy.  Leadership is challenging for most people, but when done right, it can become the catalyst for the future you never imagined

What people are saying

  • “I’ve never had training with so much engagement from the instructor!  It’s clear that you really care about your students. . .” – Madison, System Coordinator
  • “I am much more secure and confident at work….I feel like I am contributing to the team and have something valuable to offer. I realize that the opportunity to work with John and have a second chance is not something that every firm would have offered to a young associate with essentially two strikes.” – Matthew, Attorney

  • “I enjoy the fact that John had so much experience with his personal work to share and made it more relatable.” – Stephanie, Forensic Scientist

  • “I really enjoyed how enthusiastic and knowledgeable John is.” – Ann, Accountant

  • “John is very engaging and professional.  He is very effective at sharing stories that enriched the content as well as provoking new thoughts and insights from our team.” – Anson, Attorney

  • “John was fantastic. He was incredibly engaged with the group and very knowledgeable.” – Michael, Engineer

“When a client decides to invest in the future, I become part of the team.”

John M. Collins MA, SHRM-SCP
Executive Coach |  Leadership Strategist  |  Facilitator

In 2019, John Collins worked with a scientific laboratory in the southeast over the course of 12 months.  During his coaching sessions with the laboratory’s managers, he identified a systemic communication problem that was preventing the leadership team from working cohesively as a unit.  The impact was adverse, leading to decreased leadership confidence and sagging employee morale.  Through a combination of instruction and reinforcement coaching, John helped the leadership team establish a robust meeting and communication process that improved the relationships between the managers, raised their confidence, and led to more effective and consistent communication with the laboratory staff.

When John first began working with the laboratory, its director had announced her retirement, causing tremendous anxiety and uncertainty.  In particular, the quality assurance manager was struggling to design and implement a strategy that would allow for a smooth transition of the quality assurance system.  Adding to the challenge was the upcoming inspection of the laboratory by accreditation assessors.  Through coaching, mentoring, and collaboration, John provided support to the quality assurance manager who successfully negotiated the inspection and transitioned the quality assurance system during the hiring and onboarding of the new director.  



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