Mike Lipkin

Mike Lipkin Mike Lipkin brands himself as The Potentiator – someone who creates breakthroughs by enabling others to perform at their best. Mike knows meetings.

In the past year, he has spoken to over one hundred thousand people in nineteen countries and delivered 150 programs – either in-person or online. Almost every working day, excluding public holidays and travel days, he was talking to an audience somewhere on the planet. In fact, his life is one long conversation. Mike is president of Environics/Lipkin, a global communication and motivation company

based in Toronto. The distinctions that he has gathered from talking to a million people in forty-three countries, combined with the insights from the celebrated Environics social values research, is how he offers his clients the best of all worlds: a powerful blend of ideas, principles, and observations that will help you create breakthroughs - one conversation at a time. Mike has authored nine best-selling books. His newest book is You Belong Here – How To Make People Feel Safe to Be Their Best, Take Bold Risks, and Win. https://ybh.mikelipkin.com/

Mike is also a certified Leadership Circle Profile coach. He specializes in engaging with C-level decision-makers to scale excellence and create the outcomes that matter most. Specialties: Strategic Coach, Motivator, Catalyst, Sales Empowerment

06/22/2026

There's a difference between doing your work and being your work.

"I don't motivate for a living. I am a motivator."

When you're being something — not just doing it — that's when people feel the difference. That's when the connection happens. That's when they hire you, trust you, follow you.

And when it comes to connecting with clients at the deepest level, it's not your answers that matter.

It's your questions.

👉 "What would it mean for your family if money became a source of confidence instead of concern?"
👉 "When you think about your financial future, what's the one outcome you most want to protect?"

Ask better questions. Connect deeper.

06/19/2026

There are two games you're playing at all times.

The external game — the one people see. Your results, your performance, your presence.

And the internal game — the one that runs everything else.

Here's the truth: your confidence will determine your competence. Not the other way around.

If your internal game is shaky, it doesn't matter how technically skilled you are. Your competence will shrink to match your confidence.

But if you keep building the internal game — if you keep growing your belief, your vision, your sense of purpose — the external game has no choice but to follow.

Your inner game runs your outer game. That's the sentence worth remembering.

06/17/2026

I've worked with leaders who had ten conversations they were avoiding.

I never asked them to have all ten.

I asked them to pick one.

Just one — the one that had been sitting the heaviest. The one they'd been rehearsing in their head the longest. The one that, if they finally had it, would change something.

And here's what always happens: they have that one conversation, and it goes better than they expected. Not perfectly. But better. And the next one feels slightly less impossible. And the one after that.

That's how it works. The courage to start one conversation creates the courage to start the next.

Start with one. The rest will follow.

If the conversation you've been carrying is starting to feel heavier than you can hold alone — let's talk. I work with individuals, teams, and organizations ready to say what needs to be said, how it needs to be said, and when it needs to be said.

Watch the full video at MikeLipkin.com

06/15/2026

I've coached hundreds of leaders who everyone around them would describe as exceptionally courageous.

When I ask them how they became that way — almost none of them say they're brave.

What they say is: "I just got tired of how much it cost me to stay quiet."

That's the truth nobody tells you about courage.

It's not a trait. It's not something you're born with or born without. It's not the dramatic moment where you stand up and say the thing everyone else was afraid to say.

It's a discipline. A muscle. Built in small, ordinary moments — the feedback you give even though it's uncomfortable, the boundary you hold even when it creates friction, the conversation you have on a Tuesday afternoon when it would have been easier to let it go one more week.

Courage compounds the same way avoidance does.

Every small rep makes the next one easier.

Which rep are you avoiding right now?

Watch the full video at MikeLipkin.com

06/12/2026

The feedback was delivered. The points were made. The manager walked out of the meeting thinking: "That went okay."

The employee walked out thinking: "I think they're building a case to fire me."

Same conversation. Completely different experience.

This is what happens when we skip the final steps.

The CLEAR framework ends with three moves most leaders forget:

E — Examine impact. After you've said the hard thing, stop. Ask a real question and actually listen. "What am I missing?" "What's your read on what's happening?" The answer will surprise you more often than not.

A — Agree on a path forward. Not a vague promise — something specific, owned, and timestamped. "Here's what I'm committing to. Here's what I'd like you to commit to. Let's check in in two weeks."

R — Reaffirm the relationship. This is the step people skip most often, and it's the most important one.

The conversation is not finished when the message is delivered. It is finished when the other person knows you are still on the same team.

"Nothing about this changes my belief in you. It is precisely because I believe in you that I am willing to be in this conversation."

Say the hard thing. Then make sure they know you said it because you love and respect them — not in spite of it.

Watch the full video at MikeLipkin.com

06/10/2026

The most common reason people avoid hard conversations isn't fear of the outcome.

It's not knowing how to start.

They imagine the other person getting defensive. The conversation spiraling. Saying the wrong thing and making it worse than if they'd said nothing at all.

So here's where I start with every leader I coach: the opening.

The CLEAR framework begins with two moves:

C — Center the conversation. One sentence of framing. Not an attack. Not a warning shot. Just a signal that what follows matters.

"I want to talk about something on my mind. It matters to me that I get this right, so I will be careful with my words."
"This isn't easy for me to bring up. I'm bringing it up because I respect you and the work you're doing."

That one sentence changes the temperature of the room before you've said anything hard.

L — Lead with the truth. Specific, real, brief. Two sentences and you're done.

"In the last two leadership meetings, you spoke over Priya twice. I want to talk about that."
"You closed three of nine opportunities last quarter against a target of seven. We need a real plan for Q3."

No preamble. No softening. No burying the point in three minutes of build-up. Just the truth, said cleanly.

The open sets everything that follows. Get it right and the rest of the conversation has a chance.

What's the conversation you've been struggling to open?

Watch the full video at MikeLipkin.com

06/08/2026

Most people prepare for a difficult conversation by rehearsing what they're going to say.

Wrong prep.

The conversation doesn't start when you open your mouth. It starts the moment you decide to have it — and what happens inside you in the minutes before determines almost everything about how it goes.

Here are the three switches I teach every leader I coach:

Switch 1 — Your Body. Your nervous system is reading the situation as a threat. Heart rate up. Breathing shallow. Jaw tight. That's normal. Fix it in 60 seconds. Inhale for four, hold for four, exhale for four. Drop your shoulders, plant your feet, and say: "I am about to be uncomfortable, and that is the right feeling for this moment."

Switch 2 — Your Story. Between what you observed and what you're about to say, there's a story you've written about the other person. Bring the facts into the room. Bring the story only as a story. Don't confuse the two.

Switch 3 — Your Intent. Ask yourself one question: Is my highest and best intent a better outcome for them, for the relationship, and for what we share? If yes — go. If anything else — cool down first.

These three switches are the difference between a conversation that builds trust and one that burns it.

Which one do you most need to work on?

Watch the full video at MikeLipkin.com

06/04/2026

I used to think staying quiet was the safe choice.

Don't rock the boat. Wait for the right moment. Maybe it'll sort itself out.

It never sorts itself out.

What I've seen — in decades of coaching leaders, executives, and teams — is that the unsaid thing doesn't stay quiet. It finds its way out. Through distance. Through resentment. Through the silence that grows between two people who used to be close.

Avoidance is the most expensive thing you will ever buy.

The thing you didn't say to your partner becomes the silence at the dinner table.
The boundary you didn't set with your relative becomes a decade of resentment.
The feedback you owed a friend becomes the distance you both pretend not to notice.
The "I love you" you didn't say becomes the regret you can never take back.

Every avoided conversation is a loan against the future of the relationship.

And the interest compounds.

What's yours costing you?

Watch the full video at MikeLipkin.com

06/02/2026

There's a conversation you're not having.

You know exactly the one.

You've been editing it in your head on the drive home — for weeks. Maybe years.

Here's what I know after 30 years of coaching: that conversation is running your life.

Watch the full video at MikeLipkin.com

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