What scares you?  If you are like me (and most humans) it is fear of the unknown. What was that bump I heard downstairs? How much is this procedure going to cost? Why does this person look so angry? When we experience fear, our bodies give us a shot of adrenaline, and how we respond to it is incredibly important as leaders.  

At the heart of effective leadership lies integrity—and it is serious business.

Integrity in leadership means doing the right thing, even when no one is watching. It means being honest, transparent, and consistent. It’s aligning actions with words, making decisions guided by values rather than convenience, admitting mistakes when they happen, and taking responsibility when things go wrong.

A leader who practices integrity sets the standard for their team, creating an environment where trust and respect can thrive and a culture where others feel safe to contribute and grow.

Have you ever been a part of a team that inflated the value of busyness? I recently worked with just such a team. The leader of the team, who we will call “Julia,” would frequently state how busy her employees were. She would mention how busy she was. It was the expectation that everyone was too busy. But were they really?

When a culture of busyness is rewarded in an organization, there are often negative effects both seen and unseen.

How you choose to manage through a heated conversation can surprisingly cool things down.

I experienced a pivotal career moment a few years ago when I learned about the H.E.A.T. model (developed by John Hartley). After learning and practicing the H.E.A.T. model both in my personal and professional life, I was amazed at how this simple technique could turn confrontation toward resolution. I often recommend this model to clients I coach who discover they want to lead and manage through conflict in more effective ways.

A Gallup poll found that only 1/3 of employees report being engaged at work (Gallup, 2017). These individuals are motivated, passionate about their work and highly productive. It was clear that Sam was highly proficient in his field. Solving the problems he was presented with gave him a great deal of satisfaction. But over the past year, when asked ‘so what has changed for you?’ he admitted the projects were similar, the people he worked with the same, and successfully solving the problems just left him wondering whether there wasn’t more.

Have you ever sat down to think about how many habits we reinforce on a daily and weekly basis?

Imposter syndrome is essentially doubting your abilities and feeling like a fraud despite evidence to the contrary.

We often think of a legacy as something that takes a long time to develop and then long outlives us. In our current day and age, it is more likely that we are a part of a greater story that didn’t start with us and will continue to be written well after we are gone.

Leaders are struggling to adjust to shifting expectations in the workplace. According to McKinsey, 75% of workers believe the most stressful aspect of work is their boss, and younger employees expect to find meaning and belonging through their work.

You may have heard the phrase, “Feedback is a gift.” When I say that while teaching leaders about the importance and value of feedback, I usually get a few eyerolls.

I get it. Feedback is perceived by many people as difficult, confrontational, and/or uncomfortable.

I like to use a simple phrase when talking about the importance of self-leadership. “If you can lead one, you can lead many. If you can’t lead one, you can’t lead any.” Essentially, if you can learn to identify where you excel and mitigate the negative effects where you struggle, you will raise your ceiling of leadership.

We recently concluded a group coaching engagement with leaders facing a dilemma. They serve in an industry that is famously resistant to change. However, they find themselves increasingly aware that changes are imminent, both in their industry and their institution. Some are pushing for change. Others want to do what’s always worked.