Name: Brad Federman

Title: CEO

Organisation: PerformancePoint LLC.

Brad Federman, M.Ed., is the founder of PerformancePoint, a firm dedicated to helping organizations engage employees, strengthen customer relationships, and cultivate resilient, collaborative cultures through effective leadership. With over 25 years of corporate experience, Brad has worked with global companies like Hilton Hotels and Resorts, Nordstrom, the Mayo Clinic, and Deloitte.

A recognized expert in leadership, culture, and change management, he is an international author, speaker, coach, and consultant, frequently featured in spaces and places such as Fortune, FOX Business, and Forbes. Brad’s insights help organizations navigate the complexities of culture transformation and leadership development, creating environments where both individuals and businesses can thrive.

His past literary works include Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty, Cultivating Culture: 101 Ways to Foster Engagement in 15 Minutes or Less, and a contributing author to 101 Ways to Enhance Your Career Outside of his professional work, Brad loves traveling, exploring new cuisines, spending quality time with his family where he lives in Memphis, TN, and giving back to both his community and the business world through mentoring, board leadership and participation, and industry involvement.

https://www.performancepointllc.com/

https://www.bradfederman.com/

www.linkedin.com/in/bradfederman

https://www.linkedin.com/company/performance-point-llc

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Brad's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust as a leader starts with being the calm in the storm. When chaos strikes, your steady presence reassures employees, customers, and stakeholders that you’re focused on possibilities and solutions rather than getting caught up in problems. Trust deepens when people see you as someone who can navigate challenges with clarity and resolve.

Owning your mistakes is equally critical. Vulnerability isn’t a weakness; it’s a powerful tool. Acknowledging where you fell short not only humanizes you but also sets an example of accountability. It sends a clear message: "I’m in this with you, not above you." And when success comes, it’s not about claiming the spotlight—it’s about celebrating the team that made it possible. Trust grows when others see you sharing credit and lifting others.

True connection requires effort. Take the time to know people—not just their roles, but their stories, ambitions, and struggles. Meet them where they are, not where you expect them to be. Show curiosity about their perspectives and priorities. The fastest way to erode trust is to focus solely on your agenda; the fastest way to build it is by showing genuine interest in theirs.

Trust isn’t built overnight, but by consistently practicing these principles, you create a foundation that withstands the storms. And when others trust you, they’ll follow you not because they have to, but because they believe in where you’re leading them.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, 'Vision' is the compass that points us toward our destination—it’s where we’re going and why we exist. It’s the dream that fuels our ambition and the purpose that gives us direction. 'Mission,' on the other hand, is the roadmap—it’s how we’ll get there. It’s the actions, behaviors, and strategies that turn aspirations into reality.

But here’s the thing: vision and mission can’t just sit on a wall or collect dust in a handbook. They need to breathe, evolve, and live in the day-to-day fabric of the organization. Without active engagement, they’re just words—devoid of the power to inspire or guide.

In the real world, using vision and mission means making them part of your culture, your decisions, and your leadership. For example, take Microsoft’s original vision of "a computer on every desk and in every home." That vision was clear, vivid, and compelling, and it shaped every strategic move they made. Every product, every investment, every risk they took was tethered to that dream.

For leaders, this means creating spaces to revisit and discuss the vision and mission regularly. It’s about asking, “Does this decision align with where we want to go?” It’s about using the mission to drive daily actions and solve challenges. It’s about telling stories that connect the team to the purpose, celebrating progress, and being open to refining the path as circumstances change.

At its heart, living your vision and mission requires commitment. It’s not something you set once; it’s something you nurture continuously. When done right, it transforms from words into a rallying cry that unites, motivates, and propels the organization forward. It becomes the foundation for resilience, agility, and success.

3. How can a leader empower the people they're leading?

Empowering the people you lead starts with a shift in mindset—from merely managing tasks to cultivating growth. It’s not about handing off responsibilities and hoping for results. It’s about creating an environment where individuals take ownership, discover their potential, and drive their development.

At its core, empowerment is about trust. Leaders who empower understand that their role isn’t to provide all the answers but to ask the right questions. It’s about giving people the tools and support to explore their strengths, identify opportunities, and chart their paths. This approach transforms employees into active participants in their growth rather than passive recipients of tasks.

One of the most effective ways to empower is by fostering ownership. When people feel a sense of control over their work, they become more invested in the outcomes. Leaders must step back and let their team members take the lead in problem-solving, decision-making, and planning. This doesn’t mean abandoning them; it means creating a partnership where guidance is available, but the responsibility lies with the individual.

Empowering leaders also embrace a culture of discovery. Instead of dictating solutions, they encourage team members to reflect on their goals, preferences, and aspirations. They provide frameworks, like assessments or structured reflection exercises, to help individuals better understand themselves. From there, employees can connect their personal insights with organizational needs, aligning their ambitions with the company’s mission.

It’s also essential to recognize the value that drives each individual. What excites and motivates one person might not resonate with another. True empowerment happens when leaders take the time to understand what matters most to their people and give them the freedom to pursue it. This requires curiosity, empathy, and a willingness to see things from their perspective.

Ultimately, empowering leadership is about growth for the individual, the leader, and the organization. It’s about moving from control to cultivation, from simply managing tasks to unlocking potential. When leaders empower, they don’t just delegate; they inspire. They create a culture where challenges become opportunities, where team members take pride in their contributions, and where everyone thrives together.

So, the next time you’re tempted to delegate, pause. Instead of simply passing the baton, ask yourself how you can help your team member grow through the experience. When you focus on cultivating their strengths and guiding them toward self-discovery, you’re not just leading—you’re transforming lives.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

One of my greatest mentors was a man named Mike Michaelson. Mike had an extraordinary ability to truly see people, not just for who they were but for who they could become. He didn’t just give advice or offer words of encouragement; he invested in your potential. Mike found opportunities that pushed you to discover what was possible and, in other words, helped you "live your possible."

Thanks to his guidance, I landed my first board position. He also created opportunities for me to speak at key events—moments that stretched me, built my confidence, and transformed how I viewed my abilities.

While many mentors focus on giving advice, Mike had a unique superpower: he paid attention. He observed, listened, and took a genuine interest in people’s growth. And he didn’t stop there—he was willing to use his own social capital to help others rise. Mike understood that mentorship isn’t just about talking; it’s about believing in someone, opening doors for them, and supporting them as they step through. His influence changed my life.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I love this question because it gets to the heart of what leadership truly is. Leadership isn’t about saying “yes” to everything; it’s about the power of saying “no.” When we say “no” to enough distractions, we create the space to give a true, unwavering “yes” to the things that truly matter. This allows us to channel our energy and resources into what’s most important, leading to sharper focus, stronger execution, and better results.

For me, our mission and values serve as the compass for these decisions. They aren’t just words on a wall—they’re the filter through which every request, initiative, and project must pass. If something doesn’t align with our mission and values, it’s a no. This clarity not only helps me maintain focus but also ensures our team’s efforts are aligned, impactful, and meaningful. Leadership is about guarding that focus fiercely because when you protect your purpose, you empower your people.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

As an entrepreneur, I've always thrived on being flexible and agile—two traits that have served me well in navigating the ups and downs of building a business. But as our organization grows and scales, I've come to realize that agility without structure can only take you so far.

Over the past year, I've dedicated significant time to rethinking how I approach planning. I’ve dived into books, explored strategies, and experimented with systems that balance the creativity and adaptability I value with the discipline and foresight our growing organization demands.

For the week ahead, I’ve adopted a rhythm of prioritizing the *vital few* over the *trivial many.* This means starting each week with clarity—identifying the top three to five priorities that align with our long-term goals and blocking time to focus on them.

For the month, it’s about connecting the dots between our immediate efforts and the bigger picture. I hold myself accountable by revisiting our goals regularly and ensuring we’re making measurable progress. It’s less about checking boxes and more about ensuring we’re moving the needle where it matters most.

When I look at the years ahead, my focus is on legacy and scalability. I’ve been building a structure that allows us to stay true to our mission—helping organizations engage employees, foster resilience, and build collaborative cultures—while also equipping our team with the autonomy to innovate and lead.

Planning, for me, is no longer just about responding to what’s right in front of me. It’s about designing a path forward that ensures our growth, keeps us adaptable, and builds the resilience to weather any storm. This process is still a work in progress, but with each step, I’m learning how to merge entrepreneurial agility with the discipline of a visionary leader.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegation is more than just assigning tasks—it’s about developing your team and creating opportunities for growth. To a young leader struggling with delegation, I’d say this: shift your mindset. Stop thinking of delegation as just handing off work and start seeing it as planting seeds for growth.

Your team is dynamic; each person has untapped potential waiting to be nurtured. If you always rely on a “go-to” person, you’re not delegating—you’re limiting. When everyone becomes your “go-to,” your team transforms into a network of capable, confident individuals who contribute in unique ways.

But here’s the key: delegation isn’t one-size-fits-all. Yes, you need a process, but you also need to personalize it. Understand the preferences, strengths, and aspirations of each person. Some thrive on detailed instructions, while others excel with creative freedom. Some are ready to lead, while others need guidance to step out of their comfort zone. Adjust your approach accordingly.

Think of delegation like coaching a diverse sports team. Some players need pep talks, others thrive on strategy sessions, and a few just need to be handed the ball and trusted to score. As a leader, your role is to equip each person for success and then stay engaged, offering the right support at the right time. Delegation is a contact sport—don’t just pass the ball and walk away. Follow up, adapt, and celebrate wins together.

Delegation done right builds not only a stronger team but also a more resilient leader. It’s not about letting go—it’s about lifting others up.