How your personality shapes what you can (and can't) wee as a leader

Smart, motivated people fail to make lasting change all the time. Harvard researchers found out why, and it has nothing to do with discipline.

The exhaustion, the overwhelm—it’s often not about what’s on your plate.

It’s about the story you’re telling yourself about what’s on your plate.

Many of the hardest problems—miscommunication, burnout, team dysfunction—aren’t problems you fix. They’re challenges you navigate.

Learn how to use the Eisenhower Matrix in order to reduce overwhelm. Also known as the Urgent-Important Matrix, this productivity and time management tool categorizes tasks into four quadrants based on their urgency and importance.

You know that optimistic feeling when you start a new self-help book or find a new tech solution you hope will solve all of your problems? 🌈 That.

When an adaptive challenge is involved, a technical solution won’t solve your problem - it can’t address the core issues causing your challenge and won’t bring about the impact desired. That’s why we need a different approach.

What if the typical way we approach goals is actually why you can’t seem to make progress on the goals that really matter to you?

Is tension on your team keeping you up at night? You aren’t the only one! Even the most experienced managers struggle with the discomfort of team “drama.”

The former Prime Minister of New Zealand, Jacinda Ardern proved that the future of leadership is kindness. She showed that empathic leaders can also be strong and bold

If you are an overworked and frustrated manager, this video training will help you get to the next phase of growth for your team.

In this video training, I share why it is totally normal to think that SMART goals will solve the problem of getting your team into alignment and offer some things to look out for so you can be more effective.

Do you work for a boss who is a bottleneck?

A common mistake managers make is creating goals that are intended to inspire massive action, but don’t provide clarity on how to prioritize activities.

Bottom-line: To get more done as a team, leaders need to build their capacity to be with discomfort, uncertainty, and fear. You have to be willing to sit with the discomfort of the in-between or the uncertainty of not knowing.