Robb Gilbear

If you’re a high-achiever drowning in time, here’s how I use ‘time design’ to protect focus and regain control. I have roughly 7-8 meetings scheduled each day. Everything is structured, organized and colour-coded. If it's a deep work block, I lay out all of the goal-directed actions so I know exactly what I'm doing step by step. This gives my brain mini-goals to hit that build momentum through time. And keeps me focused on what I need to do next so I don't succumb to the desire to task-switch. If it's a meeting with another person or a team, I'm laying out the topics I want to discuss, so the meeting has substance and a direction. This isn't rigid or neurotic. It's basic organization. Our calendar's are our boundaries for infinite possibilities, but if we're not using it to design our time based on our highest priorities and goals, someone else is designing it for us. It's been called time blocking, but I like to refer to it as time design. It's more of an art than a science. The art of directing time towards the most meaningful and important effort, so that I'm less susceptible to the urge to be distracted by something that will suck my time, attention, energy and focus from the things that matter most.

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The "Stability over Bounce" Strategy STOP BOUNCING BACK. 🛑 https://lnkd.in/gJeCdcpE Most professionals get resiliency wrong. They think it’s about "bouncing back" to where they were before a crisis. But in a high-stakes corporate or academic environment, there is no "back"—there is only the pressure of the now. The "Hybrid Paradox" and institutional success-drift don't require a bounce; they require STABILITY. In this video, I break down why true resiliency isn't about recovery—it's about Staying Power. Like a tree in a storm, your goal isn't to snap back; it's to develop a root system so deep that no matter which way the wind blows, your foundation remains anchored. Key Insights: Roots over Reflexes: Resilience is built in the mindsets and thought processes you anchor before the storm hits. The Stability Metric: Success isn't measured by how fast you recover, but by your ability to maintain stability under pressure. The Intensity Variable: Yesterday’s challenge is not tomorrow’s. You need a framework that scales with the intensity of the environment. If you are an exhausted professional or a leader trying to hold onto earned success without burning out, it’s time to rethink your foundation. Building a resilient culture that works at work and life. 🧱 Curious Insight: The "Anchor Effect" In cognitive psychology, the Anchor Effect describes our tendency to rely too heavily on the first piece of information offered. Most leaders "anchor" to the idea of recovery. By shifting your anchor to Stability, you change the metabolic cost of your stress response, allowing for higher performance with lower burnout. APA References: Guy, A. E. (2026). Rethinking Resiliency for high performance and stability [Video]. YouTube. https://lnkd.in/gK8z9P9T. Guy, A. E. (2026). The Resilient Culture Framework (RCF)™: Mental-to-Physical Cross-Connection in Corporate Leadership. iworkupstairs.com. Keywords: #Resilience #HybridParadox #HighPerformance #RCF #MentalHealthStrategy #InstitutionalResilience #AndrewGuy https://lnkd.in/gJeCdcpE

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One pattern I see again and again with successful candidates is how they structure their stories. Those who clearly connect their actions to tangible outcomes consistently make the strongest impression. It’s not about rehearsing answers word-for-word—it’s about showing impact and making the story easy to follow. I work with clients to identify these patterns in their own experiences and highlight them naturally. Seeing the difference this makes in interviews never gets old. 💬 Have you noticed a similar pattern in your career?

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Last week, I had the privilege of speaking at the Velocity Program with GamePlan HR, leading sessions in both Edmonton and Vancouver. We explored how we can shift our perspective on accountability from something we have to do… 
To something we get to be part of with others. It’s about moving beyond checklists and control, and stepping into a shared commitment to create meaningful results together. I introduced a concept I call “The Human Agreement” a more connected, human-centered way to build trust, foster alignment, and drive collective success. If you’re an HR professional and haven’t attended a Velocity session yet, I highly recommend it. 
It’s a collaborative, energizing space where leaders come together to learn, grow, and challenge conventional thinking. Can’t wait for the next one Jeffrey Calibaba #Leadership #HumanAgreement #VelocityProgram #HRLeadership #WinningTogether #GamePlanHR

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🚀 Want an engaged team? Empower your people. In this week’s short Leadership Tune Up episode, Dr. Kevin Smith shares why recognizing your team’s strengths and giving them room to grow makes all the difference. 👀 Recognize what strengths each person brings to the table 👏 Celebrate their contributions 📈 Give them opportunities to develop and grow When people feel seen, valued, and trusted, they show up differently—and your whole team wins. Don't miss out on this snippet that will skyrocket your inspiration! If you’d like to learn more about Kevin and his leadership coaching services, check out his website and develop your leadership today: https://lnkd.in/gmA-dqu2

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In this powerful conversation, Dr. Laura, Dr. Kelly Tremblay, and Mountain Trek’s Kirkland Shave unpack a deeper truth: burnout isn’t just about individual capacity—it’s about systems, culture, and expectations. 🔥 “Burnout is an organizational phenomenon that affects the human being,” Dr. Laura explains. Whether you’re a leader or an employee, this episode will challenge how you think about stress, achievement, and what truly needs to change. 🎧 Resetting Our Health: Keys to Healing Our Body and Mind is streaming now wherever you listen to your favorite podcasts or at the link below. 🔗 https://loom.ly/T7M38NM

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In this week's episode of DEI After 5, we dive deep into the critical concepts of psychological safety, inclusion, and belonging in the workplace. I discuss the interconnectedness of these elements and their impact on employee experiences. Drawing from recent insights from OHS Canada and my own research, I dive deep into the importance of creating environments where individuals feel valued, seen, and heard. Tune in tomorrow at 5:15p on Substack or where you find your favorite podcasts!

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Leaders who understand their own communication style and their impact on others create fundamentally different conditions than those who don't. Leaders who can give feedback, have difficult conversations, and coach their people build teams that actually function. Leaders who set clear expectations and follow through create cultures of accountability. None of that is complicated. But it doesn't happen automatically. It has to be developed — and it has to be developed with intention.

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🔧 Is your counselling firm operating at peak efficiency? Digital adoption enhances operational efficiency by: • Automating client reminders 📲 • Centralizing case management 🗂️ • Streamlining billing processes 💳 Prestige can help simplify your operations. ✅ Start with a free consult! http://tinyurl.com/PC-FREE #Counselling #Efficiency #DigitalAdoption

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How do we move away from networking that feels transactional? Be helpful. When meeting new people look for genuine opportunities to be helpful. I share more advice on how to be more authentic and effective as professionals on my YouTube channel https://lnkd.in/gDjaTCrv

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Leadership today is less about having the right answer and more about navigating complexity with clarity and presence. Learn why high-performing teams are adopting NBTs to observe where they are, orient around what matters and choose actionable next steps. https://ow.ly/lxBh50YklRI #TeamGrowth #LeadershipTools #WorkplaceInnovation

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As we start the first full week of May, consider the impact of increased activity. As we realize that we're almost halfway through the year, other markers can subconsciously make us think that we need to speed things up. Mid-year performance touchpoints or mid-point project updates can reinforce the rush, so to speak. A rise in activity can mean that communication becomes shorter or less frequent. Decision-making increases, often without consulting or communicating with the team. Assumptions are made that everyone is onside and 'knows' what's going on. When alignment and expectations are set at the beginning, projects and teams develop a natural rhythm. However, without regular and steady clarification, teams or individuals begin operating on slightly different interpretations of priorities and expectations. Minor misunderstandings and misalignments can compound over time. Sustainable progress depends on revisiting clarity as pace increases, not assuming it will hold on its own. As you move into 'doing' mode, make sure that regular touchpoints and communications are part of your leadership and change plan.

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As some of you know—because maybe you've already listened to the episode 😉—I great conversation with Emily Nichols, P.Eng. about the human skills technical leaders need. If human beings don't feel engaged, they will find ways to not be excited about moving things forward. It's a subtle but lethal form of passive resistance. The leader's responsibility is clear: to build that excitement and that connection in. My favorite part is that Emily embodies the solution—she brings her whole, passionate self to her work. We can all take that lesson: bring your passion, and you bring the energy needed to drive genuine engagement. Listen to the full AOP episode for more of Emily's insights on injecting humanity back into technical leadership 👉🏼 https://lnkd.in/grCaDUHP #Leadership #EmployeeEngagement #WorkplaceCulture #AOPPodcast #LeadershipTips #TechnicalLeadership #ManufacturingLeaders

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When working with my clients, I’ve noticed that most frustration with goal setting isn’t a motivation problem. Or discipline. Or follow-through. It's more structural than that. Most frustration comes from mixing up different types of goals. Some goals describe what you want to achieve. Others describe what you will actually do. They serve very different jobs, so knowing how to use each one is important. ⸻ Some goals are about direction setting. Revenue. Growth. Impact. Traction. You can influence these, but you can’t fully control them or their timeline. They’re a negotiation between you and the market. Between effort and timing. Between strategy and external forces. When these goals don’t move as fast as expected, people assume something is wrong with the goal itself. Often, nothing is. These are outcome goals. They’re best used for annual and quarterly planning. ⸻ Other goals are about execution. Projects. Actions. Tactics. Commitments. Things you can complete. Things you can check off a list. Things you can delegate to others. These are output goals. And here’s the key distinction: Output goals are hypotheses. They’re your best guess about what will move the bigger needle toward your outcome goals. They’re how you test whether your strategy is working. Which means they need more frequent review points. ⸻ This is how we pair them to work together: Outcome goals set direction. They belong at the annual and quarterly level. Output goals are the actions we believe will move us toward that direction. They should be reviewed monthly (or even bi-weekly). Not to judge yourself. To learn how to use your time, effort, and resources just 1% better week over week. You’re not failing because the outcome hasn’t landed yet. You’re learning whether your current approach is the right one to get you there. That distinction is what makes planning feel steadier and progress more sustainable.

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As leaders, we often assume that because we’ve said something clearly, it’s been understood. But clarity isn’t defined by what we say—it’s defined by what others take away. True communication is confirmed, not assumed. It’s slowing down to check alignment. It’s asking questions that surface understanding instead of nods. Here are a few simple ones to try: “What’s your understanding of the next step?” “How would you explain this to the team?” “What might get in the way of executing this?” “What do you need from me to move forward?” This week, don’t just deliver the message. Confirm it landed. Your team’s clarity—and performance—depends on it.

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Closing the gap between intention and impact takes practice. It requires slowing down and checking assumptions. Staying present when feedback is uncomfortable. This is the heart of my coaching and mediation work - helping people understand what’s happening between them, and learn how to communicate with more clarity and care. If you’re navigating repeated misunderstandings, tension, or conversations that never quite land the way you hope, this is work we can do together. You’re welcome to reach out.

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