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.

https://www.linkedin.com/posts/cameron-curry-41b3931_artificialintelligence-humanity-humandevelopment-share-7465446397828501504-pKps/?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAA745cB6EQdHGTksh34DFE25RTY2bBrydo

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.

Trust the Feedback!

We have all heard the term, “Trust the process!”  On this topic, it is all about, “Trust the feedback and do something about it!” 

As leaders, if you ask your team for feedback, you take on the responsibility to review it, share what was learned and outline the actions that will be taken based on that feedback.  That process includes trusting, listening to, and sharing the feedback with the team.  This supports a workplace built on trust and a culture where feedback is valued.  

A leader who asks for feedback cares about the organization's workforce and the implications and impact of his or her decisions on the team.  A leader who asks for feedback but never acts on, shares, or discusses that feedback with the organization is only collecting data for show, not for change.  This inability or lack of follow-through by the leader damages the workplace culture.  At its very core is the element of trust.  When that trust is broken, the workplace culture dies.  

A good leader reviews the feedback, thanks the team, and communicates that the feedback collected will eventually lead to changes and improvements.  A great leader reviews the feedback, shows the team the results, and asks for their help in driving immediate change to improve conditions and the workplace.  A great leader believes there is no time like the present to make improvements the team has collectively shared.  Putting off until tomorrow what can be done today speaks to the value a leader places on employees and their feedback.  

There are times when a delay to implement major changes within an organization is warranted.  That is only appropriate when that delay is tied to a communication detailing to the team the reasons behind the decision so that trust is maintained and accountability has a known timeline.  There is never a good reason not to communicate and inform the team about changes, improvements, or delays.  The employees, at every level, are part of the organization and having them informed is empowering and allows them a sense of ownership being a part of the decisions being made.  

These feelings of empowerment will surface in their feedback when asked.  What will also come out is their deep dissatisfaction when a leader is a poor communicator and someone who does not value employee feedback or suggestions. Leaders have choices and making the choice to avoid the elephants in the room speaks to a leader unwilling to not only acknowledge the truth, but they are also avoiding the reality of the workplace their lack of leadership has contributed to or created. 

Gossip Requires a Direct Approach

It is unfortunate that in every workplace, and in every business, gossip is an element that impacts the health and welfare of the organization.   I am keen on reminding teams that the workplace culture is not the responsibility of the leadership; it is the responsibility of everyone employed.  It’s a daily engagement and obligation by everyone to keep gossip and other unhealthy behaviors at bay.  

Yes, it is human nature to talk about your fellow  teammates.  It’s a joy to celebrate their work anniversaries, promotions, their individual successes, and their family news.  The toxic behavior of gossip is something we are acquainted with in our own past statements about colleagues. Worse yet, we have stood by and allowed someone else to say something negative or untrue and didn’t challenge these comments in support of a healthy workplace culture.  

What I know to be true is that eliminating gossip completely in the workplace is impossible.  What is possible is addressing it with those involved in a timely manner.  This is not about shaming or blaming.  This is about being bold, kind, and direct because the protection of the workplace culture is paramount to a healthy organization.  When a leader avoids this obligation, they are not only part of the problem, but they also become the problem because gossip will not go away, it will only grow without their intervention.

In a coaching call this morning, I addressed this with a leader who is the target of gossip.  I reminded them to acknowledge the bad behavior for what it was and address it in a manner that doesn’t match the dysfunction of what was used against them.  To make the point, I shared the famous quote of First Lady, Eleanor Roosevelt. “Great minds talk about ideas. Average minds talk about events. Small minds talk about people.”  Be the great leadership mind that shares the virtue that the idea of gossip is wrong and needs to be addressed immediately.  

Turn Intention Into Action

Confidence doesn’t always arrive with a bold entrance. Sometimes, it builds quietly, step by step, as we show up for ourselves day after day. It grows when we choose to try, even when we’re unsure of the outcome. Every time you take action despite self-doubt, you reinforce the belief that you’re capable. Confidence isn’t about having all the answers — it’s about trusting that you can figure it out along the way.

The key to making things happen isn’t waiting for the perfect moment; it’s starting with what you have, where you are. Big goals can feel overwhelming when viewed all at once, but momentum builds through small, consistent action. Whether you’re working toward a personal milestone or a professional dream, progress comes from showing up — not perfectly, but persistently. Action creates clarity, and over time, those steps forward add up to something real.

You don’t need to be fearless to reach your goals, you just need to be willing. Willing to try, willing to learn, and willing to believe that you’re capable of more than you know. The road may not always be smooth, but growth rarely is. What matters most is that you keep going, keep learning, and keep believing in the version of yourself you’re becoming.

Leadership Communication

In every business or organization, you have writers, orators, and those who struggle in communicating their thoughts and ideas personally and professionally.

In my business leader coaching I find myself in the middle of these situations where a leader is either good at writing or speaking or completely deficient in one or both.  My advice is to have a trusted person on the team become the communications lead for all written formats on behalf of the leader.  I never advocate for having someone else speak for the company or business.

When the leader steps back from the important work of being the face of the organization, confusion begins to rise and questions begin to float throughout the workforce and community.  Who is in charge?  Why is someone speaking for our leader?  Why is our CEO not addressing issues and representing our company?  What’s going on?  When the leader steps back, fear and doubt flood into the space.  It’s human nature.

If you are a leader who struggles with verbal communication, public presentations, and being the face of the organization that comes with public obligations, there are steps to take to address this situation.  First and foremost, embrace what you do not do well in this area and start your training to improve.  Host small group opportunities with the workforce – department meetings – coffee chats – lunch breakouts – to address the team on matters of importance.  A group of 10 in a room is less intimidating than 500.  You get the point.

The next steps you can take is start scheduling time to attend local network gatherings, professional industry events, and conferences where you can host a breakout session.  All of these are platforms for you to put yourself out there to speak.  Remember the adage, practice makes perfect!  Here’s what’s true; no one is perfect and you will not be either.  However, embrace your imperfection because being the best leader demands not giving up in your pursuit of achieving exceptional communication.

If you would like more leadership, business, and communication advice, send me a direct message or an email at cameronmcurry@gmail.com

Success Occurs When Opportunity Meets Preparation

Happy Monday! Remember, great things happen when plans are executed and preparation matches opportunity.  That was the focus of my Monday morning call with a leader I am coaching.

I find that listening and just asking key questions is the best approach.  People want to be heard. When I sense they are missing the mark, questioning their judgment, or feeling unsure about next steps, I will simply press in and seek clarity.  I have no problem calling out when I believe fear is in play.  That one element is a factor and contributor to delaying a decision, hindering forward movement on a plan, or preventing the ability to achieve a win.

In this morning’s call I helped the leader make the connection to team achievements by sharing, “It’s not hard to get a deal done. It’s only complicated when you’re dealing with incompetent people. That incompetence is tied to a lack of training, professional development, and appropriate oversight. Your team is failing to execute because you are failing in their preparation to meet the opportunities presented.”

That was a lightbulb moment where we paused and then shifted into a discussion of what trainings were needed – what industry standards was he hoping to align with – and what next steps he would be taking.

Some coaching calls move into the weeds where others are needed times of listening and reassurance.  We all have internal voices and sometimes they lead us forward or hold us back.  I like those calls where the lights are turned on and the leader moves forward with elevated confidence knowing that our conversation was time well spent.

If you would like to start a conversation, send me a an email at cameronmcurry@gmail.com. Let’s connect!

Fail. Correct. Fail. Correct

I recently attended my nephew's graduation; he had just completed the Fireman Academy. His desire is to serve the community, and becoming a first responder is a dream achieved. I could not be more proud.

One speaker at the event shared a timeless leadership principle: fail and get back up to try again. His spin on the concept was detailed in Fail. Correct. Fail. Correct. I love the simplicity of the message and, more importantly, how each of us embraces the process in our own lives and professional obligations.

For some of us, fear enters in, extending the time between failure and correction longer than it should be. When we allow fear to impede our progress, we set aside growth and miss opportunities. For those who fail—and we all do—the sooner we embrace those situations, the sooner we move forward.

There is something to be said, and repeated, about these life cycle moments of highs and lows. We each can learn more from failure than from success. We can count the times we have fallen and contrast those against the rise we experienced as a result. The longer we sit and spin in fear, the longer we avoid the euphoria from the rise.

When you kick fear to the curb and don’t allow it a stronghold, you move failure to winning quickly, maximizing the opportunities presenting themselves after your fall. Just remember that failure doesn’t define you; your tenacious spirit to move forward will.

Be defined by never giving up and never giving in. 💚 Having a nephew who will stand between public safety and personal comfort, I can count on his ability to show fear who is the boss.

Wake Up Call for Purposeful Kindness

What is odd to me is the number of leaders that are not aware of the fact that treating people well is not rocket science.  If a leader is not active in the daily pursuit of treating people well, they are in serious need of a wakeup call in purposeful kindness.

In education, we have teachers. These are people who have gone to school and studied how to educate students and spend their lives in care of those students.  These are people who spend their nights grading papers, creating lesson plans, and spending a portion of their salaries annually purchasing items to supplement and add value for students in their care.  These are the people who know what service looks like and most are exceptional at being a teacher, educator, and fanner of flames that ignite the passion of student learning.

How do you treat teachers well?  Here are three things that I did in my 25 years in public education.

1.        Elevate the teacher voice in having them create their compensation model.
2.        Honor their excellence and highlight their exceptional work with students.
3.        Seek their opinion and utilize their voices to drive change for the betterment of all.

In every team, workforce, and organization, people need to know that what they are doing is contributing to the bottom line.  Are their efforts valued?  Are they being appreciated for that work?  Do they understand how their role connects to the goals and objectives of the organization?  These are key questions to ask. Leadership has an obligation to not only make those connections for individuals and the team as a whole; they need to also honor and elevate the importance of those connections so that everyone is challenged and inspired knowing their role is of great importance within the organization.

Treating people well is a purposeful act that cannot be set aside, catered to only occasionally, or avoided all together.  I woke every morning with the same thoughts,  “Who can I serve today and make a difference in their lives?  I am here to make great things happen for others so let’s not disappoint!”  With that as my mindset, treating people well was a habit and not an afterthought.

Be intentional as a leader with your words, encouragement, and praise.  It’s that easy.  Now do it!  Treating a teacher well impacts students, their learning, and their success in the pursuit of a great education. 💚

Make Room for Growth

Confidence does not always arrive with a bold entrance. Sometimes, it builds quietly, step by step, as we show up for ourselves day after day. It grows when we choose to try, even when we’re unsure of the outcome. Every time you take action despite self-doubt, you reinforce the belief that you’re capable. Confidence is not about having all the answers — it is about trusting that you can figure it out along the way.

The key to making things happen is not waiting for the perfect moment; it is starting with what you have, and where you are. Big goals can feel overwhelming when viewed all at once, but momentum builds through small, consistent action. Whether you’re working toward a personal milestone or a professional dream, progress comes from showing up — not perfectly, but persistently. Action creates clarity, and over time, those steps forward add up to something real.

You do not need to be fearless to reach your goals, you just need to be willing. Willing to try, willing to learn, and willing to believe that you are capable of more than you know. The road may not always be smooth, but growth rarely is. What matters most is that you keep going, keep learning, and keep believing in the version of yourself you are becoming, and better yet, who you are becoming.

Strategic Delegation

As a leader, there is a fine line between delegation and washing your hands of a project or obligation. The best leaders understand that empowering team members not only benefits them, it serves the organization.

Those leaders also understand that delegation is not only about building capacity, it’s about building trust and teamwork. That trust and teamwork is strengthened when the leader provides oversight and accountability in appropriate doses.

We all know those leaders who delegate merely to get something off of their plate. We also know those leaders who delegate to maximize the skill sets of specific team members. As a leader, are you making your life easier or are you building team capacity with your decisions?

One act is lazy, while the other is strategic. I know which team I would want to be on. 💚

Becoming a Better Version of You

Be reminded of the fact that the elements in others that annoy you most are likely the things in yourself you would like to see changed. Allow that annoyance to begin the work that centers on you becoming a better version of yourself.

Make the effort to invest in you to improve your outlook and your ability to be a better friend, partner, spouse, parent, relative, and individual. It is never too late to start climbing that mountain and overcoming your past to secure your brighter future in all aspects of your life. 💚