Jordan Nagel

Jordan is an HR support specialist on the LeadrHealth team.

Jordan grew up as a missionary kid in South East Asia until he graduated high school. It was there that he developed a love for international cuisines and discovered his love for cooking. He attended Penn State and received his Bachelor's degree in Human Resources there. He now lives in Little Elm with his wife Lauren and their dog Basil.

When he's not in the office, you can find Jordan in the kitchen or outside with his Traeger.

Jordan has a real heart and passion for serving others and believes that leadership is the singular most determining factor in any organization or group.

Why I'm Passionate About Leadr

At Leadr, we all have a story of a poor management experience that led to our passion for people development and desire to work at Leadr. We call these our Nigel stories.

Nigel is a fictitious character we’ve worked with or for in the past with unhealthy leadership tendencies. We all have those tendencies within ourselves, and they can emerge unintentionally, impacting those around us. 

We are all Nigels, or know a Nigel, and Nigel is why Leadr exists. Here’s Jordan’s Nigel story. What's yours?

Nigel was a budding young talent who just began his role as an insurance agent for an insurance brokerage agency in Texas. He started off in an entry level role where his job was to handle inbound calls needing assistance with client’s insurance coverage.

His metrics were graded by all of the same metrics that were presented in Matt’s Nigel story.

Unlike Matt’s story, Nigel did not break all of the records. In fact, Nigel struggled when he first started because during his first week out of training, his manager was let go and would not be replaced for a month. In the subsequent 12 months that Nigel was there, he had 11 different managers and received a total of 5 1:1s.

Managers were either constantly being promoted or being fired for various reasons. During the 1:1s, he was given a sheet of his numbers which showed either green, yellow, or red. The 1:1 was scheduled for 10 minutes and was done during lunch so that none of the working time was taken away.

Nigel even requested to have more frequent reviews where he could discuss issues or concerns he was having, however he was often told that they were not able to do that as the managers were too busy.

During this time though, Nigel was given more responsibility, promoted to a new team, then a new specialty team, and finally landed on a training team. Nigel could not understand how he was promoted 3 times and given more responsibility each time without any real leadership development. This company prided itself on promoting from within and upward movement however that focus simply caused a continuous flow of new leaders that could not lead. Promotions were done based on metrics alone. This was apparent as the lack of good leaders within Nigel’s own department. The reasons that Nigel’s managers were being let go were for lapses in integrity and inappropriate behavior.

Nigel was recognized for his good work but was not being developed or cared for and neither were the managers who were being promoted. Nigel felt like he was a number and that even with all of his good work, he was expendable at any moment. His 1:1s proved that much as they were just a bunch of 1s and 0s. Nigel couldn’t help to think that if the company, who says they care about their people, would invest more into their development, then maybe there would have been quality leaders placed in key positions to enact real change throughout the organization.