Today we’d like to introduce you to Morgan Hutchings.
Hi Morgan, can you start by introducing yourself? We’d love to learn more about how you got to where you are today?
I graduated with a degree in Communications knowing one thing for certain. I wanted to help people. What I did not know was how.
I joined the team at a small private audiology practice called Intermountain Audiology. At the time they were doing about two million dollars a year in revenue. A small operation, a tight team, and a whole lot of room to grow. What started as an opportunity to figure things out turned into something much bigger. That practice has grown into what is now on track to do eighteen million dollars this year.
That taught me everything!
It taught me what a high performing team looks like when people are in the right roles. It taught me what culture actually feels like when it is healthy and what it costs when it is not. It taught me that the difference between a business that thrives and one that just survives almost always comes down to the people leading it and how well they understand the people around them.
But some of my most important lessons did not come from watching things go right.
Early in my career I worked for someone who taught me more about leadership than almost anyone else I have encountered. Not because they were great at it. Because they were not. I still remember pulling into the parking lot every single morning and feeling my stomach drop the moment I saw his truck. That feeling of dread before the day even started. Thinking of excuses to leave early. Weighing whether the paycheck was worth what it was costing me. Avoiding him at every turn just to get through the day with my head intact. The bad jokes. The micromanaging. The temper tantrums that kept everyone walking on eggshells.
That experience became the foundation for my second book, No More Bad Bosses.
Because here is what I learned. There is real power in studying failure, not just success. Everyone wants to learn from the winners. But watching someone get it completely wrong and feeling the impact of that firsthand gives you a kind of clarity that no business book can replicate. I knew exactly the kind of leader I never wanted to be. And I built everything I do around that.
Today I work with business owners across the country helping them build teams that do not need to be micromanaged to perform. Teams where people understand their own natural instincts, own their role, and show up ready to solve problems without waiting to be told what to do. I do that through my work as a Kolbe Certified Consultant, through my books, through AuDExperts LLC, and through the coaching and mentorship work I do every single day.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
Has it always been smooth?
Honestly? No.
The hardest thing I have ever had to fight is the voice inside my own head. Imposter syndrome. And if you have never heard that term, here is what it feels like. You are sitting across from someone who needs your help, and a little voice whispers who do you think you are?
I remember one moment about ten years ago that hit me harder than I expected.
I had just started working with a new client. Two business owners who had brought me in to help with some HR work — hiring systems, accountability tools, things I knew well. Then one afternoon my phone rang. It was both of them. The tone said everything before the words did.
“Morgan, we need to talk. We don’t know what to do.”
A key employee had just walked out. No warning, no real explanation. Just gone. They were sitting in the middle of a three million dollar business trying to figure out what to do next. Do they call him and try to repair the relationship? Do they hire someone new? Do they redistribute the responsibilities and move on?
And right there, in the middle of that phone call, my mind went somewhere dark.
I have never owned a three million dollar business. I have never lost a key employee. Who am I to tell these people what to do?
I caught myself. Snapped out of it fast enough to show up for them that day. But I would be lying if I told you that was the last time my mind went to that place. It has happened on big projects. It has happened with big clients. More times than I care to admit.
What I have learned is this. That mindset is like a sickness. If you do not deal with it, if you let it sit and spread, it will take you out. Not dramatically. Just quietly. One hesitation at a time.
So here is the reframe that changed everything for me.
Think about the plumber you call when something goes wrong at your house. He pulls up in the driveway, grabs his tools, and walks through your front door. He does not stand in your entryway thinking geez, I have never worked in a house with three bathrooms. How am I supposed to help these people?
No. He is a specialist. He has the training, the tools, and the experience to solve the problem in front of him. It does not matter how big the house is. The pipe is the pipe.
That is what I had to learn about myself. My value was never about whether I had lived my client’s exact experience. It was about whether I had the tools, the knowledge, and the instincts to help them navigate it. And I did.
Alright, so let’s switch gears a bit and talk business. What should we know about your work?
I help business owners build teams that do not need them to thrive.
That sounds simple. It is not!
Most of the owners I work with are smart, driven people who have built something real. But somewhere along the way the business stopped feeling like freedom and started feeling like a trap. They are the answer to every question. The solution to every problem. The last stop before anything gets done. And they are exhausted.
That is usually when they call me.
What I specialize in is helping the whole team understand what makes them tick. Not personality types. Not corporate buzzwords. Natural instincts. The way a person is genuinely wired to solve problems when the pressure is on. When you understand that about yourself and about the people around you, everything changes. Communication gets cleaner. Accountability gets easier. People stop waiting to be told what to do and start owning their piece of the operation.
The tool I use to get there is Kolbe. I am a certified Kolbe consultant, and it is the single biggest edge I bring to the table. Most consultants come in with a framework and try to fit your team into it. I come in and build around who your people actually are. There is a big difference between those two things, and business owners feel it almost immediately.
The outcome I am most proud of has nothing to do with a number on a spreadsheet. It is the moment a burned out owner finally sits across from me and exhales. They have been white knuckling it for years. Telling employees what to do at every step. Solving problems that should never have reached their desk. Running so fast they never stopped to ask whether they were even running in the right direction.
One of the things I do with owners is what I call a Do, Delegate and Delete session. Most owners have never sat down and genuinely sorted through what only they should be doing, what someone else could own, and what needs to stop happening altogether. It sounds obvious. Almost no one does it. And when we finally work through it together, it is like clearing a cluttered room. They can breathe again.
That is what I am most proud of. Not the strategy. Not the systems. The moment someone remembers why they started in the first place.
What sets me apart is pretty straightforward. I am not going to tell you what your team should look like. I am going to help you understand what it actually is, build on that, and get out of your own way long enough to let it work.
Any big plans?
From here the plan is simple. Keep building. I want to create a community of leaders who are genuinely invested in doing better for the people around them. Not leaders who read a book and feel good about it for a week, but leaders who are actively working at it, holding each other accountable, and pulling the next person up behind them.
My next book is about mentorship. Specifically it is about taking everything you have lived, learned, and earned and being willing to pass it down to the next generation, even when a voice in your head tells you that you are too small, too unknown, or too ordinary to have something worth sharing.
I used to wonder about that myself. Then I realized something that changed the way I see it entirely. Multi million dollar business owners were paying me for my perspective, my experience, and the lessons I had picked up along the way. If it was valuable enough for them to write a check for, it was valuable enough to share with as many people as I possibly can. That realization hit me harder than I expected.
Because the truth is most people are sitting on more wisdom than they realize. They just have not given themselves permission to share it yet. They are waiting until they are bigger, more credentialed, more successful, or more certain. And while they are waiting, the people around them are making the same mistakes that could have been avoided with one honest conversation.
That is what this next book is really about. You do not have to be famous to be influential. You just have to be willing to share.
Pricing:
- Free
Contact Info:
- Website: https://www.audexperts.com
