The Three Stages in the Leadership Journey

I run a women’s business book club. This summer, one of our members introduced a fascinating idea: reading and discussing articles. The concept was simple—each person would present a summary of their chosen article and explore how its insights could be applied to both personal and business contexts. The article I’m bringing to the table is “The Leadership Odyssey” from The Harvard Business Review.


A phrase that has been echoing in my mind ever since I read the article is “what got you here won’t get you there,” and this article truly delves into that concept.


This piece deeply resonated with me because it aligns with where I currently stand on my journey and how I am viewing it. Gone are the days of the heroic leader charging ahead—the traditional image that often seems gender-biased towards men. In today’s landscape, women are carving out their place as effective leaders by acknowledging the importance of empowering those around us. We are stronger when we all rise together.

A Three-Stage Journey

The article outlines a three-stage journey: departure, voyage, and return.

Departure

The first stage, departure, is perhaps the most challenging. It’s that moment when you recognize, often through repeated teaching moments, that change is imperative. This is the stage where the phrase “what got you here won’t get you there” truly comes to life. It’s about realizing that the strategies and habits that brought you success in the past may not be the same ones that will lead you to becoming a great leader or successful business owner. This recognition often comes through feedback from colleagues and employees—a process that takes time and repeated instances to fully comprehend. Sometimes, finding a seasoned mentor with the skills you lack can serve as a model for the change you need.


However, this transformation usually demands external assistance, as it’s a more substantial effort than one might anticipate. An unbiased source, such as a coach, mentor, or advisor, can be invaluable in this journey. It’s about partnering with someone who guides you through this process of change.

Voyage

Once you’ve pinpointed the common thread among your issues and identified the behavior that needs alteration, you move on to the second stage—the Voyage.


In this phase, successful executives create a fresh learning context. They place themselves in situations where their authority is indirect, and they need to empower others without wielding traditional control. A collaborative style takes precedence over dictating and driving objectives. This new approach involves asking questions that steer conversations towards desired outcomes—an exercise in influencing without the traditional authority.


Another effective tactic during the Voyage is to transfer knowledge from other domains to your current situation. The article uses parenting as an example, highlighting the collaborative nature of raising a child—a challenge we’re all familiar with!


Enlisting the support of close colleagues who can point out when you exhibit the behaviors you’re trying to change is another strategy. These small wins, although they may encounter setbacks, are essential in the journey.

Return

The final stage, Return, is easily recognizable. You find comfort in situations that previously frustrated you. Your journey yields a new professional identity—an identity characterized by the transformation from practiced behavior to inherent traits. While the journey never truly concludes, it becomes self-sustaining.


Moreover, this newfound expertise fuels a desire to share your learnings, fostering growth in the workplace and beyond.


Embarking on this journey effectively begins with charting out a learning agenda. This plan illuminates the path towards behavior change and provides insights into the required effort. Ultimately, self-awareness is the cornerstone of successful change. Understanding who you are and acknowledging your insecurities can profoundly aid this transformation.


The “Leadership Odyssey” sheds light on the evolution of leadership. It speaks to a profound truth: to reach new heights, we must let go of what propelled us in the past. As we embrace this journey, it’s not just our roles that transform, but our identities as leaders and mentors.

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Business Savings Emergency Fund: How Much Should You Keep in Cash Reserves?

By Alisa McCabe • January 27, 2026
Why an Emergency Fund Is a Financial Anchor An emergency reserve exists to protect daily operations when income timing shifts or expenses spike. Unlike growth capital, this money is not meant for expansion, hiring, or upgrades. Its purpose is continuity. Having accessible business savings allows payroll, vendor obligations, and essential overhead to continue even during short-term stress. That breathing room preserves relationships and credibility, which can be difficult to rebuild once damaged. Just as important, it reduces emotional decision-making. Leaders with a cushion can pause, assess options, and choose the most strategic path forward rather than acting out of urgency. How to Calculate the Right Reserve Size There is no universal number that fits every company, but a common benchmark is three to six months of core operating costs for business savings. Start by identifying predictable outflows such as compensation, rent, utilities, software subscriptions, and insurance. Next, evaluate revenue reliability. Organizations with steady contracts may lean toward the lower end of the range. Those with seasonal income or client concentration often benefit from a larger buffer. Also consider access to external funding. If credit lines are limited or expensive, holding more liquidity internally can provide flexibility when timing gaps appear. Where to Keep Your Cash Reserves An emergency fund should be easy to access and separate from daily transaction accounts. Mixing reserve money with operating cash increases the temptation to use it for nonessential purposes. Many companies choose high-yield business savings or money market accounts that preserve principal while earning modest returns. The goal is safety and availability, not aggressive growth. Clear labeling and internal guidelines help reinforce the purpose of the fund so it remains untouched unless a true disruption occurs. Common Mistakes to Avoid One frequent misstep is building business savings but never revisiting the amount. As operations scale, expenses rise, and your client mix changes, the business budget should be adjusted accordingly. Another issue is using the fund as a convenience account. Tapping reserves for planned purchases defeats its protective role and can leave the organization exposed when an actual emergency arises. Finally, some owners delay building reserves entirely because margins feel tight. Starting small and contributing consistently is far more effective than waiting for a perfect moment. Building Confidence With the Right Financial Guide Determining the appropriate reserve level and maintaining it over time requires visibility into cash flow patterns and expense behavior. This is where First Steps Financial can serve as a steady guide. Through fractional bookkeeping and financial consultation, our team helps organizations understand real operating needs, set realistic reserve targets, and monitor progress without adding internal complexity. If you want clarity around cash reserves and long-term financial resilience, let’s connect.

The Entrepreneur's Guide to Financial Decision Making: Data vs Gut Instinct

By Alisa McCabe • January 15, 2026
The Case for Data-Driven Decisions Numbers don't lie, but they do require interpretation. Data-driven financial decision making provides entrepreneurs with objective insights that remove emotional bias from the equation. When you're considering a major investment, expanding your team, or entering a new market, hard data gives you a foundation that gut feelings simply can't match. Consider these advantages of analytics-based approaches: Predictive accuracy: Historical financial data reveals patterns that help forecast future performance with reasonable confidence Risk quantification: Metrics like cash flow projections and break-even analysis transform abstract risks into measurable variables Stakeholder confidence: Investors and partners respond more favorably to decisions backed by solid numbers and research Performance tracking: Data creates benchmarks that allow you to measure whether your decisions actually delivered results The most successful entrepreneurs treat their businesses like laboratories. They A/B test pricing strategies, analyze customer acquisition costs, and constantly refine their approach based on what the metrics tell them. When Intuition Matters Most Yet data alone won't build a visionary company. Some of history's most transformative business moves happened because someone trusted their instincts against conventional wisdom. Steve Jobs famously said that customers don't know what they want until you show them, and no amount of market research would have predicted the iPhone's success. Gut instinct becomes invaluable in scenarios where data is incomplete, misleading, or unavailable. Early-stage ventures often lack sufficient historical information to make purely analytical choices. In these situations, financial decision making must incorporate the entrepreneur's deep understanding of their market, customers, and competitive landscape. Your intuition draws on pattern recognition that your conscious mind hasn't fully processed. Years of industry experience create an internal compass that can sense opportunities or threats before they appear in the spreadsheets. This is particularly true when evaluating people, assessing cultural fit, or making rapid decisions under uncertainty. Finding the Balance The most effective approach to financial decision making combines both methodologies. Start with data as your baseline, then apply intuitive judgment to interpret what those numbers mean in context. Ask yourself whether the quantitative analysis captures all relevant factors, or whether qualitative elements might tip the scales. Create a framework for different decision types. Routine operational choices should be heavily data-driven, while strategic pivots might require more intuitive weight. Always document your reasoning, whether analytical or instinctive, so you can learn from outcomes over time. When data and gut feeling conflict, that's your signal to dig deeper. Perhaps your instincts are detecting risks that aren't yet visible in the numbers, or maybe emotional attachment is clouding your judgment. This tension is actually valuable because it forces more thorough examination. Moving Forward Strong financial decision making isn't about choosing between spreadsheets and instinct. It's about developing both capabilities and knowing when each should take the lead. The entrepreneurs who thrive are those who can read a balance sheet with precision while also trusting the subtle signals their experience provides. Ready to sharpen your financial strategy? At First Steps Financial, we help entrepreneurs build robust decision-making frameworks that leverage both data analytics and strategic insight. Whether you're scaling rapidly or navigating uncertainty, we'll work with you to make smarter financial choices that drive sustainable growth. Schedule your consultation today and discover how the right guidance can transform your business trajectory.

Business Recovery Plan: Financial Strategies to Rebuild Your Business After a Difficult Period

By Alisa McCabe • December 26, 2025
Assess Your Current Financial Position Before implementing any recovery plan, you need a clear understanding of where your business stands. Conduct a comprehensive financial audit that examines cash flow, outstanding debts, operational costs, and revenue streams. This baseline assessment reveals which areas require immediate attention and which assets can support your recovery efforts. Create a detailed balance sheet that includes all liabilities and assets. Identify which expenses are essential and which can be reduced or eliminated. This honest evaluation forms the foundation for all subsequent recovery decisions. Prioritize Cash Flow Management Cash flow often determines whether a business survives or fails during recovery periods. Implementing effective financial strategies focused on cash flow means accelerating receivables while managing payables strategically. Consider offering early payment discounts to customers while negotiating extended terms with suppliers. Review your inventory management practices to free up capital tied in excess stock. Apply just-in-time ordering principles where feasible, and liquidate slow-moving inventory to generate immediate cash. Every dollar of improved cash flow strengthens your operational flexibility. Restructure Debt and Obligations When facing financial pressure, proactive debt management becomes crucial. Contact creditors early to discuss restructuring options before accounts become delinquent. Many lenders prefer working with businesses that communicate openly rather than dealing with defaults. Consider these debt management approaches: Consolidate multiple high-interest debts into single, lower-rate obligations Negotiate payment plans that align with your current cash flow capacity Explore refinancing options for long-term debts to reduce monthly obligations Prioritize secured debts to protect essential business assets Revise Your Budget and Reduce Costs Developing lean operational financial strategies requires examining every expense category. Distinguish between costs that directly generate revenue and those that don't. Focus cuts on non-essential areas while protecting investments that drive customer acquisition and retention. Renegotiate contracts with vendors, explore alternative suppliers, and consider shared services or outsourcing for non-core functions. Small cost reductions across multiple categories create significant cumulative savings that improve your bottom line. Diversify Revenue Streams Recovery plans shouldn't rely solely on cost-cutting. Smart financial strategies also emphasize revenue generation through diversification. Analyze your customer base to identify underserved needs or complementary products and services you could offer. Explore new market segments, develop strategic partnerships, or create subscription-based offerings that generate predictable recurring revenue. Digital channels often provide cost-effective ways to reach new customers without substantial upfront investment. Build Financial Reserves Once stabilization begins, prioritize building an emergency fund. Even modest reserves provide crucial breathing room during future challenges. Allocate a percentage of monthly profits specifically for this purpose, treating it as a non-negotiable expense. Consider these reserve-building tactics: Set aside 5-10% of monthly revenue automatically Deposit unexpected windfalls or tax refunds directly into reserves Maintain a separate account to avoid temptation of accessing funds Gradually increase reserve targets as profitability improves Monitor Progress and Adjust Successful financial strategies require ongoing monitoring and adjustment. Establish key performance indicators that track recovery progress, including profitability ratios, cash flow metrics, and debt-to-equity ratios. Review these indicators monthly to identify trends early. Stay flexible and willing to modify your approach based on results. What works initially may need refinement as circumstances evolve. Regular financial reviews ensure your recovery plan remains aligned with current realities and future objectives. Transform Your Business: Partner With Financial Experts for Sustainable Recovery Rebuilding your business after difficult times demands expertise, commitment, and proven financial strategies tailored to your unique situation. You don't have to navigate this journey alone. At First Steps Financial , we specialize in helping businesses develop and implement comprehensive financial strategies that drive results. We'll work alongside you to analyze your situation, identify opportunities, and create an actionable plan to restore financial health and position your business for growth. Ready to build a stronger, more resilient future? Let’s connect.

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