The Leadership Cost of ‘Needing to Know’
The Leadership Cost of ‘Needing to Know’ Last week we explored how uncertainty shifts leadership behavior. There is another response that often appears when pressure rises. Leaders tighten control. They add steps and lean on structure to create a sense of stability. Control can begin with good intentions but it rarely creates meaningful change. People do not shift because a process tells them to. They act based on what they believe. When control replaces curiosity, initiative fades and compliance often hides beneath the surface. The most effective leaders notice this early. They ask questions when answers start to dominate. They hold standards while staying accessible and open. Structure...
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What If Instead of Leaning In, We Started Letting Go?
What If Instead of Leaning In, We Started Letting Go? For years, I believed the story we were all told — that if I just leaned in harder, spoke...
Psychological Bravery > Psychological Safety
Psychological Bravery > Psychological Safety Psychological safety has been the dominant conversation in leadership for years, but it has its...
Over-Accountable Leaders Hold Their Teams Back
Over-Accountable Leaders Hold Their Teams Back When leaders take too much accountability, it can quietly hold their teams back. On the surface,...
That’s Not What I Meant
That’s Not What I Meant This week’s This Week in Culture is about one of the toughest lessons in leadership: you are not judged by your intention,...
You Can’t Lead It Until You Live It
You Can’t Lead It Until You Live It This week’s This Week in Culture is about a truth I have seen play out in every successful culture...
How to Make Purpose Actually Work
How to Make Purpose Actually Work Conscious Capitalism redefined success for modern business, showing us that doing good and doing well aren’t...
The Gig Economy Has Reached the Corner Office
The Gig Economy Has Reached the Corner Office A third of new CEO appointments this year are interim or short-term. That is not a blip—it’s a shift....
Pretty Uneventful Week for CEOs, Right?
Pretty Uneventful Week for CEOs, Right? A viral video of Astronomer’s CEO and CHRO at a Coldplay concert ignited more than just online gossip. It...
Fear and Faith Are Both a Belief in the Unknown
Fear and Faith Are Both a Belief in the Unknown Fear and faith are not opposites—they are two sides of the same coin. Both are rooted in...
You Can’t Collaborate With a Negotiator
You Can’t Collaborate With a Negotiator In every relationship—personal or professional—we eventually face friction. And when we do, we tend to show...
A Culture for All Generations
Disrupting the way we think about generations to attract, engage, and retain all employees
There’s a real benefit in dismantling the perceptions behind Gen Z or X, or whatever the next trendy label is! Citing extensive academic research from her book, Unfairly Labeled, Jessica provides a refreshingly enlightening and data-driven perspective on how multi-generational organizations can strip away stereotypes and and biases that hinder performance and prevent progress toward a common purpose.
