Acceptance is Part of Change
I have enjoyed a varied career and a few years ago I shared with my team a chart of the many places I had worked over the years. I had enjoyed working for a company for a few years and when I ran into a rule or an element that did not align with what I valued, I moved on. Later, when I helped start a company, I ran into something I had not experienced: people requesting the company to change versus adapting to what the company was offering.
My thinking and approach to work and career were being challenged, and members of the workforce were turning the workplace culture on its head in the process. Yes, I do enjoy taking feedback and input from the team. Yet, there must be an acceptance and appreciation for who the company or organization is to begin with. To simply ask the business to change to meet the needs of individual employees is unreasonable and not possible.
I am a leader who solicits and encourages feedback to improve systems, policies, and procedures. I have always viewed the collective team as smarter than any one member, including myself. I know that in a group of employees, some of the best ideas are still waiting to be discussed and implemented. When we work together, the potential for new ideas and improvements is merely weeks, not months, away from implementation.
I like to remember the words of the poet, Maya Angelou. “If you don’t like something, change it. If you can’t change it, change your attitude.” She nicely incapsulates the concept that working for change is possible. However, what you cannot change, you need to accept. For me that acceptance was knowing that I did not ask a business to change to meet me or my demands; that seemed to level up to a higher plain of narcissism which is toxic in any workplace.
My encouragement as a leader is to solicit feedback and ideas and make changes when and where possible. Also, in the process define what is possible to set the parameters so that team members know the boundaries and have appropriate expectations that elements of the business or organization can improve and other elements will not change. Do not expect your team to know what you do not effectively communicate.
Leadership Requires Owning Decisions
I am fortunate in my work with leaders to be the one listening in the room. I like to understand the issue and then press in with key questions. Coming in a telling a leader what to do is never the goal. I am there to remind, encourage, and allow the leader to recognize and act upon what they probably knew in the first place.
I know that in the work of leading an organization you have multiple voices coming at you weekly and you will be criticized no matter your action or decision. The point of leadership is to be the voice in the room pushing the group forward to achieve the goal or success desired.
Even in the most harrowing situations, we need a leader to do the right thing; even when it is not clear. Sometimes the right thing is just deciding and turning the page. You will know with time and distance that the decision made was either right or needs another review. Either way, leading doesn't always come with a lit path or a sign over the door indicating this is the way forward.
Take what you know, involve the team when appropriate, and make decisions that honor the goals stated, the mission defined, and the people you are there to serve. You don't get clarity some days and your intuition is the guide to do what is best; trust it and move forward. Not acting is worse than correcting a decision later.
Inaction in leadership is just disguised as desiring 100% team approval, fear of failure, or being tethered to your own self-doubt. Break the chain by owning your decisions while letting time and space prove your ability to lead well.
The best leaders…
The best leaders are never thinking about personal praise. They are consumed with ensuring those on their teams doing great work are acknowledged and given opportunities to continually shine.
I would rather work for a leader focused on my success, and that of the team, then someone self-absorbed and ego driven. One is available and present where another is too busy climbing their own ladder.
Choose wisely as a leader who you want to be because in the end what you do for others is more important than what you do for yourself. 💚
Delaying Implementation Isn’t Always the Best Idea
I found myself on a six-hour train ride today from the Boston area to the Philadelphia area. This provided me an opportunity to get into a deep conversation with a gentleman next to me. We exchange pleasantries and then discussed our careers and current work. When he learned that I am helping leaders with coaching and strategic initiatives, he asked for my opinion on an initiative he was hoping to start.
After hearing him describe with multiple details, his plan, the challenges, and the pitfalls, I had one question. “Why is now the right time to launch this initiative?”
He went on to detail the number of stops and starts, the delays and missteps, and how he felt what he had learned along the way about his team and himself, it was time to launch. As a caveat, he shared that the bigger change needed couldn’t happen because the investment needed in time and effort would be substantial and now was not the time for that to happen.
“Interesting. What is really needed cannot happen so doing something in the short term may be the Band-Aid needed and not the complete overhaul required.” He was amused by my candor.
I went on to challenge his thinking, encouraged him to remember that if he did not have the time now, would he have the time later to do the work necessary in the first place to secure the solution his business needed.
It’s a reminder that in leadership, short term solutions do not necessarily guarantee long-term gains. Consider all your options, stay brave in your leadership choices, and strategically move your business in the direction that secures its longevity and sustainability.
Those brave choices may include a fundamental shift that needs to happen now because delaying implementation isn’t saving you time or money; it’s costing you everything.
Reward the Behavior You Want to See in Everyone
I am traveling this week and had a great conversation with a business leader in another state. They had contacted me and wanted my advice, and I was happy to meet with them to discuss their issue and to provide some feedback. What unfolded didn’t surprise me; it was another story of a leader struggling with employees not taking responsibility for their poor behavior, while blaming others for failures within teams and departments.
“How do I turn this around?” It’s all about the workplace culture.
When leaders establish, and daily maintain a workplace culture, they limit the rise of poor employee behavior or the spread of negativity. When that leader collectively shares that responsibility with everyone on the team, everyone becomes part of the daily maintenance of the workplace culture. That shared burden, with a focus on doing what is right individually is lighter and more manageable.
When the idea of “we are responsible” comes into play, the need to assign blame, shift responsibility to others, or avoid personal accountability fall by the wayside. All means all – and all employees hold the weight and responsibility of the workplace culture. When it is good, we can take credit. When it is great, it is a daily benefit of working in a particular company. When it is toxic, everyone pays a price. That price is too high knowing it does not have to be this way.
Here are three ways to change or move to better the workplace culture.
Leadership commitment in owning the current workplace culture in a public way. Inform the entire workforce that you see what has happened, you are not supportive of negativity, and that you are working to change the workplace culture starting today. You cannot change what you do not acknowledge.
Leaders and employees will be held accountable for personal behavior that does not support a positive workplace culture. Human Resources, in tandem with established workplace protocols, will address individuals to ensure that when lines are crossed, accountability is given followed by written documentation to promote change. You cannot expect change without holding people accountable.
Every company meeting, team communication, or formal conversations within departments should come with reminders of what is valued in the workplace. Every employee should have an awareness of company values and be acknowledged when doing something right. Spend more time on elevating what people are doing well so that others recognize the behavior leaders value in the workplace.
The big takeaway here is threefold: inform, hold accountable, and elevate those doing it well. A workplace culture is only as strong as the trust it is balanced upon. When leaders fail in establishing the norms, holding people accountable, and rewarding the behavior they want to see within the team, it is only a matter of time before a toxic workplace is added to the list of companies we know are not great places to be.
Need help with your workplace culture or support with other business needs? Let me know so that we can connect and improve your leadership practice and your business in the process.
Seen, Heard, and Known
I was listening to the Anderson Cooper podcast, All There Is, where he discusses grief with guests. Knowing my own grief, it is not something I get passed; it is something that stays with me. I can better deal with my grief when I am willing to share my pain and loss with others in trusted and loving relationships. For me, this is about being seen, heard, and known.
I reflect on these deeply personal situations and understand that during everyone’s life, grief will become a part of your story. I am keenly aware that the elements of a person’s healing are also fundamental principles in a leaders work with his or her employees. People on your team what to be seen, heard, and have the feelings that they matter to you. Employees are keenly aware of when they feel their role is connected to the goals and priorities of the organization.
When employees are valued in word and in deed by the leader, the impact and productivity of individuals increase. When I am seen, heard, and feel like I am important to the leader and organizational impact, I am working harder, I am more committed to doing my part, and I am willing to go the extra mile to see that the team, and my organization, succeed. It is not rocket-science to treat people well, and nor is it difficult to communicate and value the team in word or in deed.
What most workforces experience is a silent or absent figure head in the CEO office. Communications are filtered through others and what the team sees and feels from a leader is void of the personal touch, the spontaneous encounter with that leader knowing your name, or even requesting your name in an effort to get to know you beyond the name plate or name badge you are wearing. It’s about having care, concern, and empathy; three key ingredients in the best leader’s personal profile.
My encouragement to every leader is to purposely and intentionally get to know the team you are leading. Show up in unexpected places in the company with the intent of working alongside people you would not normally encounter during the day. Bring your laptop, make some calls in an open office, and let people know in the area they are free to come by and say hello. Your presence in doing this is allowing people to see you, know you, and better understand you. These actions lead to trust building and a stronger workforce.
When leaders do small things consistently, they see fundamental changes begin to transform the workplace. When employees are seen, heard, and feel they are making a difference the potential to attain organizational goals and objectives are within reach and success is the banner everyone gets to wave and enjoy! Work on seeing, hearing, and knowing your team to ensure people feel connected.
Creative Thinking: Make it a Priority Weekly
Christopher Nolan on the Tonight Show with Jimmy Fallon July 23, 2026
I watched this interview with director, Christopher Nolan, discussing his new film, The Odyssey. During the discussion, Mr. Nolan admits to not having a smart phone or email address and purposely avoids what he thinks would be the addictive practice of having a smart phone. He shares that this would impede or steal the time he likes to entertain his creative thoughts.
I will admit that I am not a scroller. I rarely will pick up my phone and spend any time on any platform and then look up and see that hours have passed. I like to post and then log off. On my LinkedIn account, I post weekly and will review my messages less frequently. Sorry, that’s what I have always done, and I have found more value in my social settings in those face-to-face encounters in the work that I love; helping others reach their potential.
So, leaders, I realize that Mr. Nolan is one extreme and you can achieve balance in your daily or weekly schedule for separation from technology to make room for your creative thinking. One way that I have incorporated this practice into my life for years is to set aside 2 hours in my schedule – same time and day weekly - where I am uninterrupted. I turn off my phone, I inform my team of this priority, and I do not accept interruptions during this time.
I also have kept a practice for years of Saturday morning reading. During the week, when I receive reports, larger emails, publications, etc., I save them for Saturday morning to review over breakfast and into the morning. This gives me uninterrupted time to process and capture the clarity needed in the morning that I enjoy. I am not a late afternoon reading or meeting professional. I work best in the morning and know myself well enough that doing something late in the day will not produce the best results.
We as leaders have many factors pulling at us and we must be intentional with our time so that we make the things we value most a priority. A leader’s weekly schedule reveals the priorities you have, just as a bank statement reveals your spending priorities. You don’t have to model Christopher Nolan’s smart phone exclusion to provide yourself time for creative thinking. You do however need to make creative thinking a priority and setting aside time on your calendar for this activity is a good habit to cultivate.
Communications Plan for Success
There is an ancient proverb that states, the power of the tongue is life and death— those who love to talk will eat what it produces.
As a leader, we have an obligation to watch what we say knowing that the weight of our words brings inspiration or defeat. We can lift the workforce with encouragement or be callous or careless in our dialog that deflates and discourages the team we are leading. I know for a fact that when I was careless there were consequences in my work with others when I was not purposeful in my verbal communication.
I also know that a leader must become adept at knowing the team, reading the room, and have the ability to gauge what to say to the team and when. This is not about withholding anything; this is all about sharing the information in a manner that considers the individual or the audience to secure the best outcome. A leader has no control over how the information is received; they do have total control over how it is delivered. That delivery is something that should be considered prior and not squandered as times with your team are precious and not to be wasted.
When a leader is purposeful in their speech, they are elevating the needs of others in their care and concern in their leadership. In that mindset, it is important to balance encouragement, candor, and fact-based information. Sharing too much can lead to unnecessary concern or worry within the workforce. Sharing too little, or candy-coating details, damages trust. I found that keeping people informed regularly in sharing information was the best way for me to make connections while avoiding gaps in my leadership.
As you review or develop a personal leadership communications plan, I would suggest three things that were effective for me.
Be Intentional – Make communication a part of what you do daily as a leader in your meetings with individuals or groups of employees. Also in your written communications, remember that emails should not be books of information. Save those larger information dumps for those times when you are face-to-face with others. You cannot guarantee someone is reading a book that you have sent, yet you can expect that someone was listening and interacting in a meeting you shared together.
Be Open – Make room for opinions on the team to be expressed. Some of the best ideas in the room are not yours as the leader. Give your team the freedom to express in their communication their thoughts and opinions and give credit when a great idea is shared that will benefit others and the organization.
Be Consistent – Make sure that your communication plan is grounded in consistency. If you like sending an inspirational or informational communication to the team, do it on the same day each week to set expectation while avoid sending random and numerous other communications. When the team is bombarded with leadership emails, be assured they are not all being read. In some cases, avoided altogether.
What’s true with any art, practice and frequent execution are essential for a leader to grow in their communication skills. Remember, gauge the balance between what should be shared in person and what should be sent in writing. My rule is to value the opportunities to speak and be consistent to share in writing what I want the team to know.
If you would like help in developing your communications plan, send me an email and let’s have a conversation.
It’s All About Preparation
Life is all about preparing so that you are ready when the opportunity presents itself.
Even at 16, it can happen when you are in your initial weeks of lifeguarding, preparation makes all the difference. Here we have a rescue from this past weekend - one of 25 - in Santa Cruz County where the ocean swells were brutal. Being a hero wasn't expected and his preparation made it possible.
Now, what are you preparing for that will elevate your planning to accomplish something equally as grand? When opportunity knocks, or calls, are you prepared? 😊
Stop Making Room for Doubt and Fear in Leadership
In a conversation this weekend with a former colleague, I was reminded of an important personal leadership principle.
Your years of education, work experience, relationship building, and roles served have prepared you for what’s next in your career trajectory. You cannot hold back from giving your best in your current role as the opportune moment for advancement or change may be today!
Whether you have planned for it or not, this may be the opportunity that collectively aligns with everything you have accomplished and know as the catalyst for where you will be next. What’s clear is that a personal belief in oneself’s abilities is the single biggest factor in career advancement. When you stop believing what’s possible, you stop yourself from moving forward.
Add to that, when you allow fear to enter into the conversation, you have invited in doubt which will prevent you from securing opportunities when they present themselves. Second-guessing not only is a complete waste of time, it also curtails your ascension to what you have been preparing for all these years.
The principle? Work hard, know your stuff, and believe in your abilities. Being right for the opportunity is all about your preparation and a mindset that holds no space for doubt or fear.
Waiting…
I am waiting on a text.
I am waiting on a call back.
I am waiting for a train.
I am waiting.
As a leader, there is planning to be accomplished, people to meet with, and goals waiting to be achieved. There are annoyances and value to be discovered in the waiting.
I am not a good waiter. I know this about myself. I like to see things accomplished, items checked off a list, and time not wasted in the process. The factor that I have no control over is the waiting for the engagement of others. The follow through that is imperative for the next steps to unfold, and the ease or difficulty at which it happens.
What I have learned, and still need reminding from time to time, is that the waiting is part of the process. It is the element that gathers anticipation and one that keeps me engaged in the work. It is the one element that I can count on as a factor in every project and in every business decision. It is the space that allows me time to think, change my mind, or strengthen my position or plan. It is the thin margin between missteps, mistakes, or mishandling of a situation, project, or critical activity.
Waiting is the necessary step on the ladder to accomplishing greatness at any level of achievement. It is the touchstone for doing what is best for people on your team. It is the active encounter between pulling the trigger and hitting the mark. It is the ability to see the waiting as a break between doing it well and doing it with smart execution and attention to all the details. Waiting is the secret ingredient to you getting your way and not being blindsided by factors that you didn’t consider early on.
Waiting is not weeks or months on end. Waiting is calculated, curated, and curtailed by a leader’s engagement and thoughtful prodding of individuals and teams to ensure progress. Waiting is neither the priority nor the goal. Waiting is a process to allow you the time you require to achieve what is best for your team, organization, while fulfilling your obligation to lead well.
Board Membership Doesn’t Include Avoidance
Sharing encouragement. Seeking feedback. Asking questions of mindset, health, and job satisfaction. These are all elements that play into the role of supporting a company or non-profit leader. These are key interactions from members of the Board of Directors that should be happening between themselves and the leader.
When that line of communication is not taken, the CEO is left to his or her own. Yes, some would welcome a board that is disconnected and not active in their communication. However, the leader needs input and feedback between meetings to gauge their social and emotional wellbeing in the role. Leading a company or organization is hard. The term, lonely at the top, is true. Most leaders are cautious who they share with and having a board that cares can be of great value to a leader in their work knowing that they have support.
Board members are given specific roles to fill and that does include looking after the leader of the organization. These connections and conversations between the board and the leader should be normalized and welcomed by all parties. No one does anything alone and when the board seek to add support to the leader through intentional actions, the organization is strengthened in the process.
Having a leader struggling without support is unacceptable. Even when a strong leader is performing well, the Board still has an obligation to show support. This is the relationship, and when done well, everyone succeeds. Board membership does not include avoidance and having established communication protocols between members and the company leader should be established and followed.
Being overbearing, interacting too often, or showing lack of respect for the leader communicates a lack of trust. Add to that, when members avoid contact altogether, this communicates to the leader that they are not valued, and this creates animosity and lack of trust in the board and its members. The pendulum swinging to extremes serves no one well. The board president should take the lead, meet with the leader, and establish a simple system of support and then stick to it.
A stable leader is a supported leader. A functioning board is one that cares for their organization leader and shows it in work and in deed.
America, Land that I Love!
I am fortunate to have the means to travel. I have walked on the streets of most of the 50 states, shopped, eaten, and enjoyed more than 20 countries around the globe, and have plans to visit more in the coming years left on this planet.
What I have come to understand, and deeply appreciate, is that every place is unique and every destination is special. What I have also experienced is that there is no place like home. When I talk about home, it is not a building, a street, or a community. It is the ground that is the United States of America.
This is place where I was born, raised, and challenged to rise and fend for myself. This was the land that gave me opportunities, introduced me to grace and love, where I found help, heartache, and healing. This is the place where roots run deep and where freedom and liberty grew in the soil fed by blood, sweat, and love.
Never perfect – always changing – progressing – turning – twisting – and expanding. This is America where patriots rise, purple mountains majesty tower, and from sea to shining sea we still find people whose talents, tenacious spirit, and passion to make the world a better place happen.
Happy 250 is not just a milestone, it is a reminder that in the imperfection of us all, under the watchful eye of a loving God, this country remains a light on a hill and a beacon of hope to attain whatever you put your heart to achieve. Red, white, and blue adorn the flag waving in my front yard and it’s a symbol that today I am free to think, speak, assemble, and love my enemy and disagree with my government.
No greater land do I love more than the USA.
It’s About the Details
In a conversation this week with a leader, it came down to the importance of the small details.
I know that I am good at the big picture; seeing the pieces of the organization that need to be moved, changed, or eliminated to welcome innovation and set aside the status quo. However, in any time of change, it also comes down to the small details that make or break the opportunity. There are people on every team who are good at the details and harnessing their skills to the planned objective is the way forward to capture the success that change provides.
Leaders can easily become enamored with the idea of the goal and forget that 1/3 of the team loves change, 1/3 needs more information about the change to get on board, and 1/3 deplore any change no matter the details or the explanation. Great leaders understand that in every situation, that 1/3 shifts around in the workforce and those who were on board last time have changed their mind with the newest strategic plan or organizational objective.
This is when the small details again come into play knowing that to win the day, leadership needs to focus on individuals, teams, and then departments so that incremental wins are achieved for the organization. If you don’t have team support, you are either lacking in communication or missing the mark in establishing trust. Either way, you are failing and the organization is suffering as a result.
My advice this week was to adopt a plan, explain it in person and follow up in writing. Take the time to identify people on the team who will be helping drive the change and then give the team an update about the plan, people involved, and progress being made. Leadership isn’t about you; it’s about maximizing the individuals and teamwork happening in your organization that moves the details and trust forward to the change you want to achieve.
Your Calling: Purpose & Passion for the Work at Hand
In my daily reading, I was reviewing Ephesians 2:10.
For we are God’s handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do.
I have never taken my career in leadership, helping others, and growing organizations for granted. I have sought to stay focused on managing my ego, solving problems, and putting the needs of others first and foremost. That is where I found my passion and purpose in the good works I was called to. Now, that is not to say, I did it perfectly or in a manner that didn’t upset someone along the way. Being perfect was never the goal: doing what was right, quickly, and strategically was my mode of operation.
Work is something that I enjoy, and I know that it is an outlet for me to express my creativity while harnessing my experience from past opportunities of service. Unlike some, I have never embraced the thought of who I am is what I do. That confusion is detrimental when you don’t get the job you want or lose the job you have. I have seen each of my roles as merely a progression of what I believed God had for me at the time.
I have never started a job and thought to myself that I would desire to stay with a company or business for many years. Prior to my last job, where surprisingly I completed 25 years of service, I would start a new job every 3 to 5 years. Trying something new and having a different workplace or role was the goal. When I finished what I started, it was time to move on. Once again, I never tied together my value or worth to who I was with what I was doing.
Think about your current role; what you do, who you serve, and are you finding joy and purpose? If you are a person of faith, be sure that you are pursuing what you are sensing. Having your alignment in tune with the role you have, tied to the purpose you were called to in the work you are accomplishing, is where satisfaction is found. One day in the wrong place, is one day too long. What are you doing this week to change that alignment to achieve purpose and passion when it comes to your career?
Listen closely, He is speaking often.
Is it About You or the Team?
So, tell the truth. As a leader are you working in an organization that is about you or the team? I have worked in both types of organizations and when the leader is focused on the number one goal of helping others succeed, the organization is healthier and more likely to achieve its goals and objectives.
The best leaders know that their role is not about them and what they accomplish for the betterment of others is always the most rewarding. Once you recognize your best work as a leader is helping your team move to the next level is when you know your leadership skills are put to the best use.
The battle to control your ego starts with a question I ask myself daily when I wake up. "Who are you serving today and what will be accomplish for the benefit of others?" Yep, when you stop using "I" statements you are on the right course for the leadership work at hand.
Is Telework Best for Government and Business?
In my reading this week I see that Governor, Gavin Newsom, is requesting as of July 1, 2026, that all state workers return to the office for a four-day in person work week. This request was made in 2024 and postponed until now. This is a move from the requirement to be in the office two days a week.
Many public employees are fighting to stop the Governor’s request with little time to spare. Dozens of them showed up at the Senate hearing on Wednesday to support a bill that would strengthen telework standards for state agencies, and workers hope will result in more flexibility than Newsom will allow.
The Senate’s committee on labor, public employment, and retirement advanced the proposal in a 4-1 vote. The measure itself would not stop the governor’s July 1 mandate, which the Governor argues would increase accountability, revitalize downtown Sacramento, and improve government services.
Instead, the bill would enable agencies to shape their own policies. Citing a 2024 state audit, Assemblymember Alex Lee, the bill’s author, said that allowing state workers to work remotely would save the state money, reduce pollution, and boost productivity and employee morale. Okay, that addresses only one side of the situation; employee comfort and benefit.
Telework for employees is not always in the best interest of the business, for teamwork, team discussions, team building, or for the customer. I know that when it comes to dealing with the government, it is hard enough to navigate the answering system to speak with an individual, let alone go to the agency to meet with someone in person.
When you work for the government, you work for the taxpayers. In that, there should be an expectation to be present, available, and ready to serve the taxpayer in your role. Yes, some of that can be accomplished remotely and in-person. This obviously is all part of a larger conversation many want to have, and need to have, on overall government efficiency.
In the end for me it is all about balance. Workers need to consider the cost to the agency and the public when pushing to stay remote. The agency needs to consider the employees and what needs office time and what can be done remotely. In the end, working for the government is a choice and if things are not working in your favor, consider what other jobs are right for you, and pursue them.
When it comes to leadership, managing a team remotely has its challenges and the need to create systems of accountability to ensure individual engagement and connection to companywide goals needs to happen. Also, telework is not for everyone and some employees do better when in person verses being on their own. These dynamics also create more work for the leader in making decisions that honor the business needs while establishing a workplace culture that may or may not honor employee remote work locations.
In the end for me, it is up to each leader to know their business, elevate customer needs, and take care of the people making it happen every day. In that mix, is remote work possible? Now, that is a discussion worth having with the goal of evaluating all factors on the table. For most businesses, it is not a simple yes or no. Ask employees, gather customer feedback, and consider all your costs. In the end, make the best decision and explain your thoughts to maintain trust in the pursuit of heathy leadership and a great workplace culture.
Treating People Well
Another great week of leadership conversations and a few nuggets to share as you advance in the plans you have that impact the lives you influence in your work. Remember, being good to people is not hard. Just do it.
In one situation, I encountered a leader implementing plans to change a department, which would eliminate long-term employees who had been with the organization for a decade. Now, the plan and the changes are not the problem. Innovation when done well is to be celebrated. Handling employee terminations must honor the investment in and the positive impact of those terminated employees.
How hard would it have been for the leader to personally call the employees in question to briefly explain the plan and the changes coming? How hard would it have been for the leader to own the decision and take the time to honor those employees by calling them personally to have that conversation? Doing something hard should not be avoided over doing something right.
This week leaders, take the time to own your decisions, take care of the people you oversee, and when the occasion comes where your plans to innovate will impact the lives of people in your care, don’t delegate the importance of being thoughtful, kind, and appropriate. Long term employees with a track record of exceptional job performance are special people. Treat them as such as they have helped you achieve your goals as a leader.
Intelligence & Faith Collide
The blessing and curse of artificial intelligence (AI) are yet to be discovered or revealed. In a quick review of history from the Stone Age to the Industrial Revolution, man has not always made the best choices in the development of civilization. The innovation of development brought us new discoveries yet has always included the underbelly of harm that came as the result of each new age.
Along the way of development of civilization, you have the intersection of faith and the influence of the church. It is no surprise that the American Pope, Leo, used his first encyclical, Magnifica Humanitas ("Magnificent Humanity"), on safeguarding the human person in the time of artificial intelligence. It also articulated the church's position on a wide range of contemporary crises, including war, modern slavery, wealth inequality, the erosion of democracy, and the devaluing of human capacities.
His call to “disarm” AI sounds counterintuitive to those tech giants who opened the doors to this innovation, yet the Pope’s comments come with clarity. "To disarm does not mean rejecting technology, but preventing it from dominating humanity,” What is true is that our world governments are struggling to create clarity on the establishment of standards, rules, guidelines, and boundaries for AI. What’s also true is that with each passing day AI is advancing and innovating at a rate not expected and the longer we wait the harder task to control it is waning.
And when it comes to AI, faith, and the advancement of humanity, what is clear is that God, who sits outside time and space, is active, present, and still making Himself known to those seeking answers and assurance of eternal significance. From an intelligence standpoint, seek and you will find. Just ask, He is there.
Coaching Bravery
How do you speak into fear? How do you curb a sense of dread and turn it into an opportunity of possibility? Why are you allowing fear to control where experience and past success showcase your positive leadership outcomes? Are you a leader of purposeful impact or self-sabotage?
These are great questions to ponder and ones that I deal with often in my work with leaders. It’s important to understand the root of the apprehension. When a leader is consumed with self-doubt, fear, and captured in the inability to move forward, that is a leader trapped in me, myself, and I. This is a condition that sidelines organizations, teams, and stated goals and objectives.
Where are these thoughts coming from and better yet, what factors are at play that have allow them to curtail your leadership impact for good?
Yes, there is a bit of psychology that I use in my leadership conversations and asking a few key questions allow a deeper and more meaningful discussion that reveal what I am ultimately pursuing: coaching bravery. The element of bravery in a product of honed experiences and the ability to push past the noise to secure the outcome desired for the benefit of the workforce and the accomplishment of organizational goals.
Too many leaders spend an inappropriate amount of time processing the implications of failure. The loss of career, respect, impact, and influence. The nights of lost sleep, the anxious thoughts entertained, and the emotional toll of embracing and giving fear a foothold are detrimental to a leader’s progress and success. Here are three things that I do that combat or silence the fears that come with occupying the leadership chair.
Who are you? You know yourself the best. Never embrace, “I don’t know.” Explore and know your best elements, your weaknesses, and who you are in the multiple roles you hold as leader, spouse, friend, relative, and individual. "Know thyself" (Gnothi seauton) is an ancient Greek aphorism inscribed on the Temple of Apollo at Delphi, most famously popularized by Socrates. It signifies that self-awareness, understanding one's own limitations, motives, and character is the foundation of all wisdom and the starting point for a meaningful life.
Lean into what you do well: Not every element of the leadership role is your strong suit. You may communicate well, be the stellar face of the organization, and be the best to deliver the challenging news or the elements of success to the organization. When it comes to your shortcomings, and every leader has them, you can wallow in the assurance that you are not enough or embrace hiring someone who is better meeting these specific defined needs within the organization. The best leaders know their limits and empower others without having their egos impacted.
Remember, leadership is not about you: Wanting a role and securing it are two different things. The excitement and anticipation of getting a role are motivational in your career pursuits. When the role is secured, the reality of the responsibility sets in and for some leaders, that sets off their insecurities, and this impacts their decision-making and healthy leadership choices. It’s time to step back, appreciate the role you have earned, and learn quickly that the team around you is there to help and not harm. Yes, you will be tasked to ensure that and this work with your team is of paramount importance to ensure their success, which is your success. The best leaders know that leadership is never about them and is all about the development of others. Leaders know the goal and the team works with them to accomplish it one day at a time.
I coach a leader into bravery by reminding them of what is true. Standing on that truth – a track record of accomplishment is where we start – having them detail why they wanted the role is middle ground – and detailing their success in working with others to accomplish the goals – is where the seeds of bravery are formed. Where bravery grows is considering the promise and potential of every situation and circumstance. Yes, that takes a change of mindset and breaking bad habits. The best leaders have done it, are doing it, and so can you with time, effort, and a commitment to yourself and others.
Doesn’t your organization deserve the best leader? Embrace bravery so it’s not you standing in the way of making that happen.