Joy Luedtke, founder and CEO of First Wave Group, has been recognized as a 2025 CEO of Influence by the Idaho Business Review. Her journey from making pizzas in high school to leading a purpose-driven company exemplifies resilience and a commitment to community impact.idahobusinessreview.com

From Pizza to Purpose

Luedtke's early work experience taught her that success stems from hard work and ownership. This mindset has been a cornerstone of her leadership philosophy, emphasizing that success isn't solely about talent but about outworking the competition and taking responsibility for one's role.idahobusinessreview.com

Even as a child, Luedtke aspired to lead and create meaningful change. She recalls being eight years old and contemplating how to balance being a mom, teacher, and CEO, indicating her early inclination toward leadership and impact.idahobusinessreview.com

Mission-Driven Leadership

At First Wave Group, Luedtke focuses on providing stable housing for low-income individuals, aiming to offer them a foundation to rebuild their lives. Her leadership is characterized by transparency, adaptability, and learning from mistakes. She believes in developing people, not just managing them, and fostering a culture of growth and resilience.idahobusinessreview.com

Luedtke's approach to leadership includes mentoring others, empowering women, and creating opportunities that contribute to a culture of growth and impact both within her company and the broader community.idahobusinessreview.com

Learning Through Experience

Without many traditional mentors, Luedtke learned through experience, books, and the challenges of business. She emphasizes that every job, even those seemingly unrelated to her goals, served as a stepping stone to her current role. Her involvement with the Entrepreneurs’ Organization (EO) later in her career provided valuable mentorship, refining her leadership and business strategy.idahobusinessreview.com+2idahobusinessreview.com+2idahobusinessreview.com+2

Advice for Aspiring Leaders

Luedtke advises aspiring leaders to act, work, and dress for where they're headed, not just where they are. She underscores the importance of having a clear vision, putting in the necessary time and effort, and embracing resilience and persistence. According to her, true leadership involves a willingness to evolve and take risks.idahobusinessreview.com

Life Beyond the Office

Outside of work, Luedtke enjoys connecting with nature through biking, hiking, birding, and relaxing in her hot tub, reflecting her appreciation for balance and well-being.idahobusinessreview.com

Joy Luedtke's recognition as a CEO of Influence highlights her dedication to purpose-driven leadership and her impact on the community through First Wave Group.idahobusinessreview.com+2idahobusinessreview.com+2idahobusinessreview.com+2

https://idahobusinessreview.com/2025/05/23/ceo-of-influence-joy-luedtke-first-wave-group/

In my second installment of Leading From the Back, I want to spend a moment in this economy.

First, a State of the Union—as I’ve observed it in Q1 and Q2 of 2025

I work across four different industries: Development, Real Estate, Rental Markets, and Mobile Transport.

Here’s what I’ve seen so far this year:

1. For one of our development projects, we’re about to receive final costing. Lumber prices are up, steel is down, and labor seems to be trending downward. Our contractor remains optimistic that this project will still pencil out financially.
2. In real estate, I’m seeing renters stepping into home ownership. These first-time buyers are looking for the stability of owning, especially with rising rent costs pushing them in that direction.
3. The rental market is showing small gains but, overall, rates are holding steady.
4. In transport, we saw a lot of enthusiasm right after the last election. There’s still growth in transport needs, but the demand now feels more cautious and measured.

💡 Overall: I’m seeing better profit margins across all of my companies this year than I did last year.

Last week, while talking with my hairdresser, we drifted into a conversation about the economy.

We agreed: before this current presidency, most of us (citizens of America) felt like we were on the Titanic. We knew the government’s operations weren’t sustainable. We knew we were sinking. In a way, we had resigned ourselves to it.

Now, it feels different. Like we’re all drunk at a bar. We are unsure where we are, where we’re going, or even what’s real.

With AI moving at lightning speed and the government making changes we’ve never seen before, the ground beneath us feels... unfamiliar.

There is no precedent for this. We don’t even remember what sober feels like anymore.

These shifts are starting to ripple into my organization.

Just last week, my chief of staff, who has been working on architectural renders for a project, asked if she should pause the zoning visuals in light of recent market changes.

It got me thinking. After a moment, I told her:

“The reason my role exists is because I continue to plow forward—even when things seem uncertain.”

We will continue to move our projects forward.

Cautiously. Carefully.

But not in fear.

Because business isn’t black and white.

People often divide business growth (and recession strategies) into two camps:

• Leveraging credit for faster acceleration
• Holding cash reserves for greater stability

This polarization isn’t unlike the classic conservative-versus-liberal debate. But just like politics, business rarely fits neatly into binaries.

Markets are shifting. New directions are emerging. And not everyone will benefit.

When I managed financial accounts during the 2008 crisis, there were a few principles I maintained that kept my clients afloat amidst so many sinking peers:

1. Cash is still king.
2. Move forward, but keep an eye on your accounts, daily.
3. Run LEAN. Your business DOES NOT need those subscriptions, those coffees, or that new sign out front. This is not the season.
4. Keep what is essential, ESSENTIAL. I’m talking toilet paper and payroll. If you struggle with that, try making it a game.
5. And above all, don’t freeze. Don’t spend so much time analyzing that you panic and don’t do anything.

Good farmers still plant seeds—even when the forecast is unknown.

Maybe this is the year of soft rains and a bountiful harvest.

Maybe it’s the year of hailstorms, drought, and freezing winds.

But the farmer who doesn’t plant?

They may avoid loss, but they guarantee they won’t gain.

For the whole blog, check out the linked in article:https://www.linkedin.com/pulse/q1-q2-what-im-seeing-still-doing-joy-luedtke-n7gxc

It's 2 AM and I'm up, half-covered in sheets, mulling over a spreadsheet from yesterday.

I am not alone in this.

We entrepreneurs have a hard time shutting it off. It might be Christmas, and maybe you had a great revenue year, but now Q1 is approaching and you need a strategy for 2025.

How do we shut our brain off when the work is never truly done?

I'm going to shy away from the term "burn out" here because that's not the conversation I'm trying to have.

Being an entrepreneur is the glorious inconvenience of being my own boss. And in the famous words of Kelly Kapoor, "I'm very hard to manage."

My struggle to "turn off my brain" exists because I'm right where I want to be. I'm good at what I do. Problem-solving is one of my greatest skillsets, and being in business means I get to use that skill every day.

The danger comes when that propensity to fix and churn and solve takes over moments that don't require it.

Like Christmas morning.

Permission to be Guilty.

Let me be clear about what this blog is NOT: This is not a space where I tell you to get better boundaries around your focused work time, or to have better structure, or to schedule more down time.

Frankly, that's antithetical to what “Down Time” truly is.

If we need to “schedule” the time slots we are allowed to be exhausted, I propose something else entirely is going on.

No. This blog is about permission.

Permission to rot on the couch. Zone out. Let your thoughts wander mindlessly. Pick up a book, read two sentences, and put it back down to collect dust.

Permission to eat dinner down the street because there is nothing in the fridge, and not feel a wink of guilt about it.

And permission to do this even when there is more work to be done, and you are behind on your task list.

My Couch Rotting Ritual

My mind tends to spin when I am tired. I know its spinning when my feelings of frustration attach themselves to a problem I know does not have an immediate solution and I'm fixating on it anyway.

Conventional wisdom suggests that I use methods of distraction to ease my tiredness. ChatGPT suggested that I use: "Meditation, journaling, and setting intentional 'no work' zones to help me reset."

Which I think should just be jargon for: "zoning out on the couch."

My kids know that between 7 and 9 PM, I can be found on my couch with a cup of tea. I've got my knees up to my chest, with the thickest, fuzziest blanket in the house, and I'm not thinking about anything important. I might read a book. I might not. I will be doing nothing and loving it.

Whatever it is that I want to do in that time, I'm not overthinking it. There's no goal. No outcome.

It's a purely informal and empty space.

When I feel "spent," that's the signal that it's time for the couch. And I transition to a human being instead of a human doing.

The Evidence for Why This is a Good Idea

There needs to be time every single day when I am not doing anything and nothing is required of me.

If I'm not getting that time, my brain will start taking it from me. And then I'll be up at 2 AM in my imaginary spreadsheets.

Parents everywhere know this feeling. Picture this common scenario:

You promise yourself you'll go to bed at 9 PM to wake up early for that workout, but instead you're sprawled on the couch until 1 AM, snacking and scrolling through your phone.

In the moment, it feels absolutely wonderful—though you'll likely regret it tomorrow.

You end up berating yourself for lacking discipline, while simultaneously feeling stuck in what society calls a "rut."

Let me propose that this time to yourself isn't just dignified—it's essential. Your brain literally requires it.

Let me explain:

Dr. Caroline Leaf, a cognitive neuroscientist, emphasizes the importance of allowing the mind to wander, highlighting its benefits for mental health and cognitive flexibility. She refers to these periods as "thinker moments," during which the mind disengages from external stimuli and freely explores internal thoughts. According to Dr. Leaf, such moments can:

• Reboot the Mind: Allowing the mind to wander provides a mental reset, enhancing clarity of thought and organizing neural networks. This process increases and balances alpha brainwave activity, fostering relaxation and alertness, and bridging the conscious and nonconscious mind. Dr. Leaf
• Enhance Creativity and Problem-Solving: Daydreaming and mind-wandering can lead to creative insights and solutions by enabling the brain to make novel connections between ideas. This spontaneous thought process is essential for innovative thinking. Dr. Leaf
• Improve Mental and Physical Health: Engaging in thinker moments can reduce stress and anxiety levels, contributing to overall well-being. By providing the brain with necessary downtime, these periods support mental health and cognitive function. Dr. Leaf

Dr. Leaf discusses these concepts in her book Cleaning Up Your Mental Mess and elaborates on them in her podcast episode #266, titled "How Daydreaming Can Improve Your Mental Health & Cognitive Flexibility." She also explores the significance of thinker moments in her blog post, "The Benefits of Alone Time."

So to be clear:

It's not about doing less or being less committed to my business; it's about identifying when and where my mental energy is best applied. I've decided that zoning out and doing nothing each day is key to staying productive and maintaining my sanity. And perhaps most importantly, I've embraced the idea that stepping away from work can be just as valuable as diving into it.

But what about the rest of us?

If you are reading this, and you genuinely feel as if you do not have the time to zone out on your own furniture, then I have a question for you:

Who told you that?

Is your company going to collapse because you stopped feeling guilty for being tired?

You’re Never Truly “Done” Working: There’s always something else you could be doing.

Turning it off is hard because your mind is constantly running through possibilities, problems, and ideas. And you do this, in part because you are scared that everything will fall apart if you do not.

Now, I cannot guarantee that your business will succeed. But if it does not, I do not think it will be because you learned to rest.

Other Resources for This Topic:

The sentiment that entrepreneurs are never truly "done" working, with minds constantly buzzing with possibilities and challenges, is a common theme in discussions about work-life balance. Many experts and successful entrepreneurs have shared insights that resonate with this experience:

• Caterina Fake, Co-Founder of Flickr, emphasizes the importance of focusing on the right tasks: "So often people are working hard at the wrong thing. Working on the right thing is probably more important than working hard."
• Marissa Mayer, Founder of Sunshine, discusses the roots of burnout: "Burnout is about resentment. [Preventing it is] about knowing yourself well enough to know what it is you're giving up that makes you resentful."
• Andrew Wilkinson, Founder of MetaLab and Co-Founder of Tiny, advises against self-imposed misery for success: "You don’t have to make yourself miserable to be successful. It’s natural to look back and mythologize the long nights and manic moments of genius, but success isn’t about working hard, it’s about working smart."
• Stephen Covey, author of "The 7 Habits of Highly Effective People," acknowledges the struggle of balancing work and life: "The challenge of work-life balance is without question one of the most significant struggles faced by modern man."
• Betsy Jacobson, a business consultant, highlights the significance of setting boundaries: "Balance is not better time management, but better boundary management. Balance means making choices and enjoying those choices."

Posted to linked in here: https://www.linkedin.com/pulse/shut-off-how-can-i-when-im-never-truly-done-joy-luedtke-ylvsc/?trackingId=CiSpbSg9Tr6DOVVslOTYpw%3D%3D

Your worst fears come charging toward you, wild and chaotic, like the tractor scene in Foot Loose. They're not singularly powerful—most of them are gangly, awkward thoughts. But all together, they have a way of rooting your boots in the mud. 

Let me introduce the crew:

• The fear of failing. (What if I’ve staked everything on a dream I can’t achieve?)
• The fear of others' opinions. ( How will this look if I'm awkward at it? What will people think if I make mistakes? )
• The fear of losing it all. The weight of knowing that every decision carries financial risk and potential fallout.
• The fear of inadequacy. Am I disciplined enough? Am I smart enough? Am I enough to pull this off?
• The fear of financial entrapment. What if I can’t escape a bad investment, or worse, I can't provide for my family?
• The fear of disappointing loved ones. What will my spouse or family think if I can’t make ends meet this month?
• The fear of wasting time. Is all this effort for nothing? Am I chasing something that will never materialize?

Each fear whispers in your ear, chipping away at your confidence bit by bit. 

It's exhausting. 

You didn't know when you started that you'd wake up to this wanton pack of fears every day. And it drags on you more than anyone around you knows.

Some days we have a big win and the fears sound smaller. Some days not.

And let’s be honest: few people around you understand just how much it weighs on you.

They see the grit, the hustle, the ambition, but rarely the quiet, internal battle that threatens to knock you off course.

So, who’s going to give in first? You or your fears?

The Tug-of-War: Resilience Versus Fear

Some days, you win. A big deal closes, a new opportunity arises, or a kind word from a customer drowns out the noise. On those days, the fears shrink to whispers. But other days, they roar, and it feels like no amount of success will silence them.

Here’s the hard truth: fears never truly go away. They’re part of the entrepreneurial journey, and waiting for a moment when you feel "ready" or "fearless" is a recipe for paralysis. The secret isn’t to eliminate fear—it’s to learn how to live alongside it, managing its voice and refusing to let it dictate your actions.

The Skill of Resilience

Resilience isn’t just about bouncing back from failure; it’s about persisting in the face of fear. It's a skill, not an innate trait. And like any skill, it can be cultivated with practice and intentionality.

Here are some ways to strengthen your resilience:

1. Name Your Fears. Write them down, say them out loud, or share them with someone you trust. Fears thrive in the shadows, but when you shine a light on them, they lose some of their power.
2. Reframe the Narrative. Instead of seeing fear as an enemy, see it as a guide. Fear often points to the things that matter most to us. Use it to clarify your priorities and focus your energy.
3. Celebrate Small Wins. Resilience isn’t about massive leaps forward; it’s about taking one step at a time. Acknowledge every small victory as proof that you’re capable of overcoming obstacles.
4. Build a Support System. Surround yourself with people who believe in you, even when you don’t believe in yourself. Entrepreneurship can be isolating, but resilience grows in community.
5. Take Care of Yourself. Resilience is as much physical as it is mental. Prioritize rest, nutrition, and activities that recharge your energy. You can’t fight the good fight if you’re running on empty.
6. Focus on What You Can Control. Fear loves to dwell on the uncontrollable. Resilient entrepreneurs direct their attention to the things they can influence and let go of the rest.

The #1 Factor of Success

No external challenge—be it a financial hurdle, a tough market, or a skeptical competitor—has the ability to derail your entrepreneurial journey the way unchecked fears can. The inner battle is often the fiercest. But here’s the good news: resilience isn’t about perfection. It’s about persistence.

You don’t have to silence your fears forever. You just have to learn to keep them in their place. When you do, you’ll find that they no longer hold the power to take you out of the game. Instead, they’ll become part of your story—a testament to the resilience that drives you forward.

Remember: the greatest successes aren’t achieved by those who never felt fear. They’re achieved by those who faced their fears head-on and kept going anyway. So, if you’re feeling the weight of those gangly, awkward fears today, know this: they don’t define you. Your resilience does.

Over this last week I read the following article, and this blog post is my response to it. Credit to that author for their own writing. 

https://doodle.com/en/resilience-the-unsung-skill-of-successful-entrepreneurs/

https://www.linkedin.com/posts/joy-luedtke_fear-has-a-way-of-multiplying-and-sinking-activity-7271976277396320256-_Swf?utm_source=share&utm_medium=member_desktop

And I wasted a lot of energy doing that. Because start ups tend to take on a life of their own, and after a while you find yourself fighting not only your perceived ideal, but also your current reality. 

Lets get into it. 

Redefining Success on Your Terms

An Aha moment for me was reckoning between what I wanted and what I thought would work. Let me explain. 

Success for me looks like: 

• Freedom: The ability to structure my days in a way that allowed me to focus on what mattered most, both professionally and personally.
• Training Other Leaders: Empowering others to step into leadership roles, so I could eventually replace myself in certain areas of the business.
• Taking Care of My Team and Family: Building a business where I could pay my team well, while also creating the financial stability to take care of my family.
• Creating a Work Culture I Love: Designing an environment where people thrive—a culture I genuinely enjoy being a part of every day.

These goals didn’t happen overnight. They took years of iteration, learning, and moments of failure. But aligning my definition of success with my values made the journey worthwhile.

The Long Road to "Overnight Success"

Entrepreneurs often struggle with the reality of building businesses that don’t feel aligned with their original vision. You pour everything into your company, only to wake up one day and realize that the life you've built isn't the one you want to live.

This is why defining success, however long that takes you—and revisiting that definition regularly—is important. It anchors you. And ultimately, ideally, it goes into the company you build. 

Success also evolves. Early on, milestones like landing a big client or hitting a financial target might feel like the pinnacle. 

But as you grow, those markers shift. What once felt like the summit becomes just another step in the journey.

The Work You Don’t See

The companies we admire—those that seem to have appeared out of nowhere—are often a decade or more in the making.

For me, the path included:

• Moments of Doubt: Wondering if I was on the right track or if the sacrifices were worth it. I joek about giving myself my own pink slip sometimes. 
• Leadership Challenges: Learning to navigate the complexities of managing people and creating sustainable systems.
• Pivoting: Realizing when a strategy wasn’t working and having the courage to try something new.

The lessons learned during these moments weren’t glamorous, but they were foundational to achieving the success I have today.

Building Something You Love

One of the greatest joys of my career has been creating businesses that align with my personal values. 

I’ve been intentional about designing a culture where I want to show up, hiring team members who share my vision, and empowering others—whether that’s through promotions, mentorship, or even helping them launch their own businesses.

This is the kind of success that’s worth waiting for: building something that feels true to who you are, serves others, and grows in a way that aligns with your life’s priorities.

The Takeaway

If you’re in the trenches, frustrated by how long it’s taking to see results, take heart. Success is rarely linear, and it almost always takes longer than you expect. But that’s okay.

The key is to define what success means to you and to stay focused on that vision. Remember, the journey isn’t just about reaching the destination—it’s about who you become along the way. If you stay committed to your values, align your actions with your goals, and trust the process, the kind of success that truly matters will follow.

And when it does, it won’t feel like an “overnight success.” It’ll feel like something far better: earned.

https://www.linkedin.com/pulse/lie-overnight-success-joy-luedtke-8ckbc/?trackingId=cOggL5RCQ0akomr%2B125YnQ%3D%3D

Cash flow is more important than profitability in the early stages. It's easy to think that you're doing okay just because you see money in the account. 

In this blog post, I will clarify the difference between cash flow and profit, how to run lean without sacrificing quality, and the importance of strategic financial planning.

Im also covering some nuances with inventory management, and accounting practices — since I see these as appropriate side junctures that affect cashflow. 

The Critical Role of Cash Flow

Cash Flow vs. Profitability

I once had an accounting client come to me at the second year mark, just devastated that he was not profitable yet. He was honestly ready to throw in the towel and quit the whole business because he wasn't seeing profit yet. 

In his mind, by the second year of his company, he should be out of the red and making profit each month. 

But when we dove into the numbers, all of his financials looked great. Every cateory was trending up, his cash flow was great, he was bringing in revenue. I took time walking through with him how incredible his numbers were and disclosed that its VERY normal to not be profitable till year three. 

Once we were able to adjust expectations, he was able to move forward, and he still owns that business to this day. 

Profitability is the ultimate goal for any business, but in the early stages, cash flow takes precedence. 

Profitability refers to the financial gain when revenue exceeds expenses, while cash flow is the net amount of cash moving in and out of your business. The inverse is much worse: you can be profitable on paper, but if you don't have enough liquid cash to pay your bills, your business could quickly find itself in jeopardy.

Running Lean: A Strategic Approach

Avoiding Expensive Contracts

I have had clients who were trapped in contracts with "providers" long before they had any money moving through their accounts. Be cautious of companies targeting new LLCs with costly contracts that may not align with your immediate needs. 

We often get caught up in the excitement of starting something new, and we want everything to be JUST right, and we take on too many expenses too soon. 

Examples of this can include: photography for your "brand" or hiring third party social media experts to handle your first campaigns. These large expenses aren't making you money in the short term, and often those "long term" strategy moves need to be reserved for when you have both profit, and an established customer base. 

Efficient Inventory Management

Speaking of established customer base, I have been involved with companies that purchased WAY TOO MUCH inventory, hoping for those niche clientele that never came. This EATS at your initial costs. To manage it wisely:

 - Don't over-invest: Avoid tying up all your capital in inventory. Excess stock not only consumes cash but can also lead to depreciation and obsolescence.

 - Stay broad yet focused: While it's tempting to specialize, offering products that are too niche can limit your customer base. Balance specificity with broader appeal to attract a wider audience.

 - Understand bank perceptions: High-cost inventory can be a red flag for banks, especially if it's rapidly depreciating. (such as seasonal items) This could affect your ability to secure financing.

Planning for the Long Haul

Set realistic expectations for your business's financial journey:

Anticipate delays in income generation: It often takes longer than expected to turn a profit. Plan for at least three years without positive cash flow.

Align with industry benchmarks: Research financial and performance metrics within your industry to set achievable goals and measure progress.

Accounting Practices: The Backbone of Financial Health

Cash vs. Accrual Reporting

Understanding the difference between cash and accrual accounting is vital:

- Cash accounting: Records transactions when cash changes hands. It's simpler but may not provide a complete financial picture.

- Accrual accounting: Records income and expenses when they're earned or incurred, regardless of when cash is exchanged. This method offers a more accurate view of your business's financial health.

The Importance of Accurate Record-Keeping

- Enter all your bills: Consistently tracking expenses ensures you have a clear understanding of your liabilities.

- Hire a reputable accountant: Investing in professional accounting services can save you time and prevent costly errors. A skilled accountant will set up clean books, making it easier to manage finances and impress potential investors or lenders.

Building a Solid Team and Reputation

Collaborate with Reliable Subcontractors

Surround yourself with subcontractors who have proven track records and good reputations. A strong team contributes to:

- Quality work: Reliable partners deliver consistent results, enhancing your business's credibility.

- Customer satisfaction: Professionalism at all levels leads to better customer experiences and repeat business.

- Networking opportunities: Reputable subcontractors can introduce you to valuable contacts within the industry.

Preparing for Financing Opportunities

If you plan to seek financing:

- Know what lenders look for: Understand the criteria banks use to evaluate loan applications. This often includes cash flow statements, credit history, and asset valuations.

- Present a strong financial case: Well-organized financial records and a solid business plan increase your chances of securing funding.

- Avoid assumptions: What you think looks good to a bank might not align with their assessment criteria. Consult financial advisors to ensure you're meeting the right benchmarks.

Stay informed, stay prepared, and you'll position your business to thrive in a competitive landscape.

https://www.linkedin.com/pulse/money-isnt-everythingbut-its-almost-everything-finances-joy-luedtke-5izlc/?trackingId=VpaueAlSQOi7DtlQ3iIxsA%3D%3D

Here’s the truth: failure feels devastating. When everything starts crumbling, you find yourself thinking, “This isn’t working out. Maybe I’m not cut out for this.” 

I've been ready to throw in the towel more times than I can think. And my encouragement is this, "the failures don't get easier, you get stronger." 

Let me explain. 

The Three-to-Four-Year Slump: When the Doubts Creep In

Around the three-to-four-year mark, I often hear entrepreneurs say things like, “It isn’t supposed to be this hard anymore,” or “I thought it would get easier by now.” 

It's a season of reckoning. 

You were prepared to struggle at first. You knew being a start up was going to take a lot. Now, you’ve poured years into your business, you're exhausted, and instead of smoother sailing, you feel like you’re hitting a wall. The spark of initial enthusiasm has worn off, and the relentless demands of the business leave you exhausted.

It’s a natural reaction to think, “If it’s still this hard, maybe it’s not meant to work out.” But here’s what I say to that: Yes, it’s meant to work out. But you have to shove it forward. It stays hard. The grind doesn’t end; it just changes shape.

You're Just Getting Your Masters Degree.

Each setback, loss, or challenge has a lesson embedded in it, waiting for you to mine its value. (If you can keep a level head about it.) Whether it’s a product that flopped, a partnership that soured, or a strategy that didn’t yield results, every failure teaches you something crucial.

I've been known to say I'm just getting my masters degree in hard knocks. My failures are often expensive. And its helpful to think of it as tuition towards my education. 

What you learn through failure helps you pivot. You adapt because you must.

The “Dying” Feeling is Part of the Journey

You are supposed to feel like you're dying. Entrepreneurship demands all of you.

And realize this often takes a few years. It's why we end up in that 3 year slump. 

The emotional toll of risking so much, putting yourself out there, and striving for something bigger than yourself drains you. But that feeling isn’t a signal to quit. That feeling of exhaustion, of hitting your breaking point—this tells you that the rubber has finally hit the road. 

All it means is you are stretching, growing, and evolving as an entrepreneur.

It’s Not Supposed to Be Easy—And That’s a Good Thing

There’s a misconception that if you’re good at something or truly passionate about it, it should come easy (or get easier) But if building a successful business were easy, everyone would be doing it. The struggle, the sweat, and yes, the tears are what make success so rare.

There will be moments where you’ll have to literally will your vision forward. You have to shove, push, and grind. There are no shortcuts or magic wands. 

Building a business is an endurance game. How hard can you dig in your heels?

https://www.linkedin.com/pulse/grind-through-failures-key-pushing-your-vision-forward-joy-luedtke-r13vc/?trackingId=Ow5UpgaHPUUMPzO3VXXBYw%3D%3D

You're going to face unexpected setbacks, tight deadlines, and sudden changes. 

Here’s how leaders can recognize pressure cues, remain grounded, and make confident choices:

1. Recognizing the Signs of Overwhelm

A good leader stays in tune with the team’s stress levels, especially when pressure starts to mount. Some signs of team overwhelm include:

• Decreased Productivity: If team members who are usually efficient start missing deadlines or produce lower-quality work, it might signal burnout.
• Increased Conflict: When people feel pressured, small misunderstandings can escalate, indicating that stress levels are running high.
• Emotional Fatigue: Look out for signs of emotional exhaustion, such as uncharacteristic irritability or disengagement.

2. Staying Calm and Objective

• Pause Before Reacting: Take a moment to breathe and gather your thoughts before making decisions. This brief pause can help you respond thoughtfully rather than react impulsively.
• Stay Grounded in Facts: Focus on the concrete aspects of the situation rather than getting swept up in speculation or emotion.
• Model Resilience: Your team looks to you for guidance. By staying calm, you demonstrate how to navigate tough times with steadiness.

3. Make Decisions Based on Long-Term Goals, Not Short-Term Stress

When under pressure, it’s easy to prioritize quick fixes. The squeaky wheel. 

However, decisions made solely to relieve immediate stress can create more issues down the road. Leaders should keep long-term objectives in mind to make more sustainable choices:

• Align Decisions with Vision: Remember why the team is working on this project or goal in the first place. What’s the ultimate purpose? This focus will help you make choices that align with the bigger picture.
• Evaluate Impact: Think about the potential outcomes of each option, both now and in the future. Decisions that serve long-term goals will support the team’s stability and growth, even if they’re more challenging to implement in the short term.
• Prioritize: Not every task or decision requires the same level of urgency. By prioritizing, you can manage the team’s energy and resources more effectively.

4. Communicate Clearly to Prevent Panic or Confusion

Communication is a powerful tool for alleviating team anxiety during high-pressure times. Clear and consistent messaging can keep the team informed, confident, and engaged. Here’s how to ensure effective communication:

• Be Transparent: Acknowledge the challenges while emphasizing the team’s capability to handle them. When people understand the situation fully, they’re more likely to stay focused and motivated.
• Offer Guidance, Not Commands: Provide direction that empowers team members to act independently. Instead of micromanaging, outline expectations and give them the freedom to contribute their best work.
• Reiterate Priorities: Keep everyone focused by emphasizing what matters most, reiterating goals, and clarifying the roles each person plays in reaching those goals.

High-pressure situations test leaders and teams alike, but with the right strategies, you can navigate them effectively. By recognizing signs of overwhelm, staying grounded, making decisions with long-term goals in mind, and communicating transparently, you’ll guide your team through stress with clarity and confidence. This approach not only helps in the moment but also builds a resilient team that can tackle future challenges together.

https://www.linkedin.com/pulse/thriving-under-pressure-joy-luedtke-mlc1c/

Here’s how to spot your stars and bring out the best in them.

Spotting Your Star Players

1. Natural Initiative 

Star players don’t just wait around for instructions—they’re often the first to jump in and tackle challenges without being prompted. They tend to be mavericks with high output and big ideas. But this can also look like a team member straying out and away from the team's overall goals. Sometimes our star players are so far ahead of everyone else, they get bored. 

HAZARD: Being a trend setter and a leader in your environment needs to be measured. If we are always charging ahead, we run the risk of leaving people behind. And we don't want to create an environment of confusion. 

2. Adaptability 

A true star player shines when circumstances shift. These are the team members who welcome new ideas and aren’t afraid to learn new skills. But sometimes this adaptation displays itself as flighty. 

Brilliant team members who adapt super well, are often the ones who don't enjoy following procedures. They would rather do it their way, and this leads to file creep and disorganization. 

3. Team Impact 

The influence a star player has on their peers is undeniable. They’re often the person everyone turns to for advice, support, or motivation, naturally taking on a leadership role within the team. 

This charisma also comes as a double edged sword. If a star player has significant sway over the team, then their moods have a high impact. Star players are responsible for seeing that they have the power to uplift or run a team into the ground with their attitudes. 

I have worked with Star Players like this, who did not understand the impact of the words they say and the mood they come to work with. It can wreck havoc when unchecked.

Leading Your Stars

1. Give Autonomy, Not Just Direction

 Star players don’t thrive under micromanagement—they flourish when they’re trusted to take ownership of their projects. Providing them with the space to make decisions and lead initiatives keeps them engaged and enables them to bring out their best ideas. Empowering them in this way shows that you recognize and respect their abilities, which boosts their confidence and commitment. Remember, the more freedom you give, the more innovative they’ll be in driving results.

2. Challenge Them

 Top performers seek growth, and the best way to keep them motivated is by giving them challenges that stretch their abilities. Offer them projects that push them beyond their comfort zone, helping them develop new skills and perspectives. This not only benefits their professional growth but also strengthens the team by adding depth to your star players' expertise. Keep raising the bar, and you’ll watch them exceed it every time.

3. Recognition and Feedback 

No matter how talented they are, star players still need to know their work is valued and seen. Make it a habit to recognize their contributions with genuine, specific feedback that highlights the impact they’re making. Regular feedback—both positive and constructive—helps them feel appreciated and keeps them aligned with the team’s goals. Acknowledging their hard work goes a long way in retaining top talent and fostering a sense of loyalty.

Final Thoughts

Leading star players well requires a balance of trust, challenge, and recognition. When you identify these high-impact team members and nurture their potential, you’re not only investing in their growth—you’re also elevating your entire team. Take the time to lead your stars effectively, and you’ll create a culture where every team member feels empowered to shine.

https://www.linkedin.com/pulse/uncovering-stars-how-spot-empower-top-talent-joy-luedtke-bxmwc/

Breakdown in Communication or Constant Misunderstandings 

The primary sign of communication breakdown is that people need to repeat themselves. This is usually paired with missed deadlines. You'll notice more side conversations over time, usually with someone venting.

ACTION ITEM: Pay attention to how frequently people have to repeat themselves. 

Decline in Collaboration

If your once-collaborative team suddenly stops brainstorming or engaging in discussions, it’s a red flag. A drop in participation usually means something bigger is at play—whether it’s burnout, confusion about roles, or deeper interpersonal issues. 

ACTION ITEM: Look at eye contact. Are people avoiding looking at each other? Do they only stare down or at their computer during discussions?

Negative Energy or Increased Tension During Meetings. 

Meetings are a window into team dynamics. When the energy feels heavy, or there’s tension you can cut with a knife, it’s time to take note. Are people interrupting each other? Are they less enthusiastic about sharing ideas? Are people folding their arms and leaning back? These behaviors are often signs of unresolved grievances or a shift in group morale.

ACTION ITEM: Look at body language. Are people folding their arms or leaning back/away?

Key Contributors Disengaging or Distancing Themselves 

When your top performers begin to pull back—whether by contributing less, taking more time off, or simply becoming less visible—it’s a strong indicator that they feel unsupported, overburdened, or disconnected from the team's mission. Their disengagement is not just a loss of productivity but a warning sign that requires immediate attention.

By staying attuned to these signs, you can step in and address the root causes before they become larger problems. Whether it's through one-on-one check-ins, reshuffling team responsibilities, or resolving conflicts, the sooner you act, the healthier your team will be in the long run.

https://www.linkedin.com/pulse/4-clear-signs-your-team-trouble-joy-luedtke-zi1pc/?trackingId=0m8UmhaCQza%2FXgL9sys%2Flg%3D%3D

https://www.youtube.com/watch?v=AL9lCBmFxY8&list=UULFIhyLfBjYPwpAqZQ1jGmc4A

In this heartfelt conversation, I sit down with my daughter to share the lessons I've learned over the years about addressing contentious issues while still being a peacemaker. As someone who used to avoid conflict at all costs, I've realized that this approach often leads to unresolved issues and greater challenges down the line.

Join us as we talk about:

• My personal journey from avoiding conflict to becoming a confident peacemaker.
• Real-life examples and stories of handling difficult conversations.
• Practical strategies for addressing conflict constructively without compromising on harmony.
• The impact of conflict avoidance on team dynamics and organizational health.

This episode is very personal to me, as it reflects my own growth and the insights I've gained through experience. Whether you're a leader striving for balance, a professional seeking better conflict management skills, or simply interested in personal development, I hope my story and the advice we share will be helpful to you.

Thank you for joining us on this journey. Your support means the world to me.

🔔 Don't forget to like, comment, and subscribe for more episodes that inspire and empower!

#Leadership #ConflictResolution #PersonalGrowth #Podcast #Peacemaking #ProfessionalDevelopment

Tune in now and discover how to transform your approach to conflict in leadership!

Timestamps:

00:00 Introduction and Overview 

00:16 Biggest Fear in Handling Conflict 

00:34 Addressing Issues Early 

01:29 Challenges in Leadership 

03:06 Specific Incidents of Conflict 

08:40 Preparing for Contentious Situations 

11:28 Effective Strategies for Difficult Conversations 

18:45 Empathy and Assertiveness in Conflict Resolution

And again my CofS comes to the front door at 9 am. She is here because we always spend Monday mornings at my house, brainstorming our marketing strategy for the week, and often film our conversation simultaneously. 

I have her come to me, rather than the office, because my Monday's consist of early morning Zoom calls and afternoon meetings. It doesn't work for me to bounce around town all day, and still somehow have a concentrated "think tank" in the middle. It's better for Sierra Cullison to catch me early in the morning, when my brain is fresh. 

Except today, I'm still in my sweatpants, and I've been in a Zoom call since 7 am. I'm not feeling "fresh."

While I make another cup of coffee, Sierra places her computer and belongings on the kitchen table. She's settling in for that brainstorming session we have on the calendar. 

But I'm not in the head space to sit down. What I need is a walk. 

I need to clear my head, or this day is going nowhere fast. 

“Do you think we can do our brainstorming while we walk?” 

Sierra pauses, “Where do you want to go? Just around the block?”

“No, I’m thinking the river. I need trees and fresh air, not pavement.”

She nods, “Okay I’ll drive.”

It's worth noting that this morning is a very typical example of what it's like to be a working mom. The lines between my professional and personal life often blur together, and more than one responsibility pulls at me from different directions. 

I am fortunate enough to run my own schedule, which means if I need an employee to come to my house to accommodate my schedule, I can do that. It also helps that employee is my daughter. 

But I digress. 

Once on the greenbelt, Sierra and I chat. The topics pop and float between personal and professional issues. I ask about a project we're working on, and she gives a status report. She mentions her weekend plans and I share mine. It's a fluid conversation. 

We observe the houses along the shore, and the sunshine that dapples the forest floor. Sierra mentions how “nice it would be to have a yard along the river,” and I agree, “It would need a playset too.” 

This brief mention of playgrounds sets us off on a tangent about motherhood. 

Sierra is about to have her first baby, and we've been considering what her maternity leave and return to work will look like. She is the first employee to have a baby, and we want the correct systems in place so she can comfortably hand off her responsibilities. It's been a learning curve because her role tends to be fluid. She's my jack of all trades, and I tend to hand her big projects that need "figured out." 

Sierra is also in the beginning stages of considering how she will juggle her work and her family, and I want to give her the space to be able to figure that out, without overstepping my bounds. Being both her mom and her employer can be a narrow tight rope. 

I think its also a given she will want to run her life differently than I have run mine, so the techniques I have used to manage these scenarios, may not be the ones she wants to use. In other words, me offering advice may not be the best route. 

As we continued down the river path, Sierra tilts her head and asks, "Did you ever feel guilty for working when we were growing up?" 

I pause, "Oh yeah, all the time. I used to cry every day on my way to work." 

"Really?"

"Yes. For a long time I struggled with the guilt of these two opposite callings, my family and my need to work. The phrase that constantly went through my head was, "I'm not enough." There wasn't enough of me to go around to satisfy everyone's needs and pay the bills. I just wasn't enough. 

Eventually I had to accept that. I am just one woman. I cannot be everything to everyone, not even my children. And we had to find strategies to fill the needs of the family in other ways, like your grandparents cooking dinner, or your dad quitting work to be a stay-at-home dad. We had different strategies for making it work, but the guilt often didn't leave."

Which is why I've intentionally built a company that accommodates family priorities into it. 

I've had this mantra for a while, "If you can't bring your family with you, it's not worth the journey."

For the full conversation on Motherhood and Career, check out our latest podcast episode on YouTube. 

I sit across the couch from my marketing manager. She’s at my house today because we need a few uninterrupted hours to talk about the week and plan our content strategy.

For the most part, we keep it casual. We settle into the living room, sipping coffee, catching up on the weekend’s events.

After a few minutes she reaches for her iPad, “What did you want to cover this week?”

I take a sip of coffee, my hands barely fit around the mug, “I want to talk about listening.”

She begins to write, “Can you go deeper. What do you mean?”

“Good listening may not mean what you think. I’m talking about the difference between listening to respond and listening to understand.”

I pull out a book labeled, “The Lost Art of Listening” by Michael P. Nichols, “As a woman, and particularly as a woman in business, I very often feel like I am not being listened to.”

As a woman, and particularly as a woman in business, I very often feel I am not being listened to.

And it took me years into my leadership journey to learn that listening is a skillset I needed to cultivate.

Allow me to lay two foundational pieces of groundwork.

First, we need to discuss the wide discrepancy between “relating” and “listening” that is not often clarified.

Let me start with an example. When I share my experience, especially if it’s painful or unjust, people tend to interrupt. They begin handing out advice, or sharing a similar experience. Sometimes they get upset.

They are trying to relate to me in a way that feels validating. Which is fine in theory. But its not true listening.

A good example is, “I’m just upset because you’re upset!”

But when someone let’s their anger take over, the focus is now about them. Their feelings have taken the center stage.

As women we tend to make room for other people’s emotions, so when someone gets “mad” on our behalf, it can feel like they are contributing in a meaningful way in the moment.

It’s only afterwards we get that unsettled and shallow emptiness of not feeling understood.

Second, we need to clarify the difference between “listening to hear” and “listening to respond.”

Let me give another example. I call an employee into my office who’s been struggling. He is having difficulty navigating a relationship with a coworker, and its affecting everyone. It’s time for me as the leader to step in.

I ask my employee to share his side of the story, and he launches into a saga of emotions and jumbled incidents.

I “listen” for a few minutes before curbing his story with questions like “So what are you gonna do about it?” OR “What do we need to adjust so things work between you two?”

I brush aside his feelings to get to the point.

Notice I do not give this employee the honor of being understood.

It’s subtle, as a team we do need a solution. And that desire is right. The difference is my approach does not give honor.

I am not trying to understand this employee. The time I spend “listening” is only to plan my response. Without realizing it, my questions manipulate him into responding the way I want him to, because my questions are guided toward my own desired result.

This is manipulation. It may ‘get things done’, but it’s not a viable strategy for building healthy teams.

These two examples show us that good listeners set aside both their emotional response and their agenda, in order to honor the speaker.

It took me a long time to learn that lesson.

As an educator, business owner and mother, I was always listening to respond. I actually thought it was my job to mold and lead because I so often already “knew” the answer. Countless times I brushed aside the story to get to the most efficient solution and be on to the next thing. I never listened so someone felt understood.

So what changed?

About the same time I began reading “The Lost Art of Listening”, I attended a moderator training for EO.

We had an exercise where we broke off into pairs and allowed each person to share their story. When it was my turn to share, the man I was paired with listened to me without interrupting. For 10 minutes he focused on me. He asked good questions and didn’t let the topic veer away from me and my story.

His behavior caused me to realize no one had truly listened to me in decades.

And I needed to be listened to. Desperately. Not because I was needy or co-dependent. But because I was human.

The author argues that the most validating thing you can do for a person is listen to them.

I got 2 minutes into my personal story and was not interrupted. This settled something in me I didn’t even know was there. The listener’s full and uncompromising attention told me that I was seen, and I was good, and my presence was valuable.

That training solidified for me in experience what the book taught in theory. And feeling validated for the first time caused me to reflect on my behavior.

I was guilty of doing to others the very things that caused me to feel small and unheard.

And I began to wonder, “What would my team look like if they felt more listened to?”

What roadblocks could we get past if this changed?

Would we all “settle” as I had?

There was only one way to find out. I had a lot of work to do if I wanted to set this new example with my team.

As I continued to read the book and make the necessary behavior changes, I was struck by how much work it was. Not because sitting quietly is hard per se, but because my previous definition of listening was selfish.

True listening is hard.

When done right, listening is a self-sacrificing activity. I lay aside my desire to be done sooner or get the response I want. I put down my expectations of someone or a situation. I don’t have an agenda or a set outcome.

I let go of my control over space and time when listening. And people can FEEL it when you do.

Listening is giving away your whole world for the sake of someone else. And that is why it’s the most validating thing you can do for a person. You in essence, give someone the space to exist in your world with no reason aside from the fact that they matter.

For more on this topic, and the complete conversation, check out our YouTube channel: https://www.youtube.com/channel/UCIhyLfBjYPwpAqZQ1jGmc4A