Name: Todd Greider

Title: Certified Leadership Coach / Consultant / Founder

Organisation: AEG Performance & Coaching, LLC.

A lifelong learner, I seek to find joy in everything I do, whether facilitating a workshop for 60 people, participating in a 60+ mile cycling event, or 60+ feet under the ocean. From the boardroom to the ball field, I’m a coach in everything I do.

Over the last two decades, I’ve worked with independent business owners and their teams in the financial services industry and leaders at all levels (first-time leaders through VP & Executive Leaders) at a Fortune Top 20 healthcare company to hone the knowledge, skills, and mindset needed to perform at high levels to achieve goals.

Areas of specialty are selling skills, communication & presentation skills, conflict management, team dynamics & development, accountability, and leading with positivity.

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

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

Cheers,

Jonno White

1. What have you found most challenging as a leader?

What I've found most challenging as a leader (whether leading a team or as an individual contributor with in-direct leadership responsibilities), are these three things:

1. Navigating Stagnation & Continuous Growth – I've experienced career plateaus and had to take intentional action to reignite growth. As a leader, ensuring personal and team development while avoiding stagnation can be challenging.

2. Balancing Patience & Accountability – My focus on patience, particularly with myself, family, and team dynamics, leads to adversity when balancing understanding with holding others accountable. Ensuring high standards while fostering growth in others requires nuance.

3. Being Fully Present Amid Competing Demands – Presence is a key focus for me in 2025, and leadership often demands juggling multiple priorities. Eliminating distractions and truly engaging with my team, clients, and stakeholders requires intentional effort.

2. How did you become a leader? Can you please briefly tell the story?

Early in my career, I hit a point where my growth stalled. I had mastered my responsibilities, but new opportunities weren’t appearing. I could have stayed comfortable, but I knew I needed to take action. So, I did what came naturally to me—I analyzed the situation, identified gaps, and developed a plan to advance my skills.

I convinced my employer to invest in my development, earning multiple credentials and attending executive education programs, including Yale. But leadership isn’t just about personal growth—it’s about bringing others along. As I gained knowledge, I started mentoring colleagues, sharing insights, and helping them navigate challenges. People began turning to me not just for answers, but for guidance.

One defining moment came when I was asked to interview for a leadership role. It wasn’t something I thought about. The feedback I received was that I was influencing stakeholders, balancing perspectives, and driving a strategy that benefited the organization long-term. That experience reinforced what leadership meant to me—not just making the right decisions, but inspiring confidence in others. I was leading indirectly through my contributions and how I presented myself to others.

Leadership didn’t happen overnight. It was built through patience, presence, and purpose—the same values I hold today. I became a leader by seeking growth, advocating for myself and others, and leading with accountability and positivity.

3. How do you structure your work days from waking up to going to sleep?

I thrive on structure, which allows me to be fully present in everything I do. My day begins early—every morning, I wake up at the same time to go to the gym with my son at 5 AM. This time together sets the tone for the day, reinforcing discipline and connection. By 7 AM, I’m at my desk, ready to dive into work. I rely on a color-coded calendar to guide my focus, ensuring that I’m in the right frame of mind based on the topic at hand. Whether it’s strategic planning, client meetings, or content creation, I approach each task with intention. I wrap up work at a set time every evening to prioritize family.

Whether it’s attending my son’s baseball practices or weekend games, being there for these moments is non-negotiable. Outside of family commitments, I’m also training for 65-mile and 100-mile cycling events this year, which requires dedication and consistency. At 9 PM, I wind down and stick to a consistent bedtime, aiming for 7-8 hours of sleep. This routine ensures I can show up as my best self—for my family, my colleagues, my clients, and myself.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent leadership lesson I was reminded of is the importance of continually pushing beyond our comfort zones. I’ve spent years coaching professionals—nearly 1,000 of them—on how to communicate and present effectively. I’ve facilitated countless workshops and led large-scale training programs. Yet, I recently found myself in completely new territory.

I had the opportunity to be the Emcee for a multi-day sales conference with 1,900 attendees—the largest audience I’ve ever spoken to, far surpassing my previous max of 400. Despite my experience, I was nervous. At the kickoff, my legs were shaking. At that moment, I took a deep breath, reminded myself, You got this, and stepped into the challenge. Over the two days, my confidence grew, and by the end, I had proven to myself that I was capable of more than I originally believed.

This experience reinforced a critical mindset: Challenge your inner critic. Do at least one thing each week that scares you. Each time we stretch our limits, we redefine what we’re capable of—and that’s where real growth happens. This is an important message for leaders and also how they can grow resilient and growth-oriented teams.

5. What's one book that has had a profound impact on your leadership so

far? Can you please briefly tell the story of how that book impacted your leadership?

A book that has profoundly impacted my leadership journey is Multipliers by Liz Wiseman. The core idea of the book aligns deeply with my values and my 2025 focus on Patience, Presence, and Purpose. Multipliers challenge leaders to shift from being "Diminishers"—who unintentionally limit the potential of those around them—to "Multipliers," who amplify the intelligence, capability, and confidence of their teams.

One of the most powerful takeaways for me was the idea that true leadership isn’t about having all the answers—it’s about asking the right questions, creating space for others to step up, and fostering an environment of accountability and growth. This resonates with my belief in empowering others through positive energy, a growth mindset, and leading with purpose.

A specific way this book shaped my leadership was in how I coach and develop others. I’ve always valued helping professionals elevate their skills, but Multipliers reinforced that the best leaders don’t just develop people—they stretch them. They trust their teams with ownership and challenge them in ways that build confidence and capability.

This lesson came full circle for me recently when I stepped out of my comfort zone as an Emcee for a 1,900-person event. Just like I encourage others to embrace challenges, I had to challenge myself. This book reminds me that leadership is not about proving our intelligence—it’s about unlocking the brilliance in those around us.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Leadership isn’t about waiting for the perfect opportunity or feeling completely ready—it’s about stepping forward, even when it feels uncomfortable. I’ve learned this firsthand throughout my career. There have been moments when I felt stuck, unsure of what was next. But every time I intentionally stretched myself—whether by pursuing professional development, taking on new challenges, or embracing a leadership role outside my comfort zone—I grew in ways I never expected.

The key is to take ownership of your career early. No one will care more about your career and growth than you. Be the champion of your growth. Yes, it is great to have people in your corner cheering you on, but don't be solely reliant on the motivation of others to move you forward. Find the drive within.

Growth happens at the edge of discomfort. The best leaders don’t just wait for confidence to come—they build it by taking action, learning from every experience, and refusing to let fear hold them back. If you want to lead, start by leading yourself—own your growth, challenge yourself weekly, and trust that every step outside your comfort zone is shaping the leader you’re meant to be.

7. What is one meaningful story that comes to mind from your time as a leader, so far? One meaningful story that comes to mind from my time as a leader is the moment I convinced my employer to invest in my professional development.

Early in my career, I realized that if I wanted to grow, I couldn’t wait for opportunities to come to me—I had to advocate for myself. I saw an executive education program that aligned perfectly with my goals, but there was one major obstacle: the cost.

Instead of assuming the answer would be no, I built a strong case, showing how my participation would bring value not just to me, but to the organization. I made it clear that investing in my development meant investing in better leadership, innovation, and results for the company.

Not only did my employer agree to pay for the program, but this experience also set a precedent for how I approached my career. Over the years, I successfully negotiated funding for multiple certifications, conferences, and executive education programs—including one at Yale.

Each time, it reinforced an important leadership lesson: Advocating for yourself isn’t selfish—it’s necessary. Leaders take ownership of their growth, seek out opportunities, and make a compelling case for why investing in them benefits everyone around them.

This mindset has shaped how I coach and mentor others. I encourage professionals to ask for what they need, position their growth as a win-win, and never assume the door is closed before they even try to open it.