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"The opportunity for creativity begins the moment we don't know what we are doing." - Simon Sinek What you'll learn Why uncertainty is actually a leadership advantage rather than a weakness How embracing the "I don't know" mindset unlocks creativity and innovation Practical approaches to leading confidently through ambiguity Strategies for transforming uncertainty into purposeful actio Have you ever found yourself in a leadership situation where you simply didn't know what to do next? Perhaps you were facing an unprecedented challenge, navigating unfamiliar territory, or confronting a problem with no obvious solution. If so, you're not alone – and surprisingly, this moment of uncertainty might be your greatest leadership opportunity. The Paradox of Leadership Leadership is often portrayed as a position of certainty. Many believe leaders should have all the answers, chart clear paths forward, and never show doubt. This is a damaging myth that not only creates immense pressure but also stifles the very creativity and adaptability that exceptional leadership requires. The truth is that leadership isn't about knowing all the answers – it's about creating a compelling vision of the future and inspiring others to join you in bringing it to life. This inherently involves venturing into the unknown, which is why at Phoenix, we often describe leadership as "MSU" – Making Stuff Up. Not in a deceptive way, but in the sense that leadership is fundamentally a creative process of imagining possibilities that don't yet exist. When "I Don't Know" Becomes a Superpower When you reach the edge of your knowledge and experience as a leader, you have two choices: Pretend to know the answer  - defaulting to what's worked before, regardless of whether it fits the current situation Embrace the unknown  - acknowledging uncertainty and opening yourself to creative possibilities The leaders who choose the second path unlock tremendous potential. Here's why: Innovation Emerges from Uncertainty Consider some of the most innovative companies and their leadership approaches. When Steve Jobs returned to Apple, he didn't have a detailed roadmap for how to save the company. He embraced uncertainty while holding a clear vision of creating products that would delight customers. This combination of purpose and openness to possibility led to revolutionary products that transformed multiple industries. Psychological Safety Flows from Authenticity When leaders pretend to have all the answers, they create environments where team members feel they must also pretend to know everything. This shuts down honest communication, creativity, and learning. Conversely, leaders who can say "I don't know, but let's figure it out together" create psychological safety that empowers their teams to bring their best thinking forward. As one healthcare CEO we worked with discovered, admitting uncertainty during the pandemic created a surprising shift in his leadership team. Rather than causing panic, his candor about the unprecedented challenges they faced invited collaborative problem-solving that produced far better solutions than he could have devised alone. From Uncertainty to Purposeful Creation While uncertainty is the birthplace of creativity, leaders still need structure to transform ambiguity into meaningful action. Here's how to harness the creative potential of uncertainty: 1. Distinguish Between Purpose and Methodology Effective leaders maintain absolute clarity about their purpose while remaining flexible about methodology. Your "why" should be unwavering, but your "how" should adapt as you learn. As one manufacturing leader we coached puts it: "I'm completely committed to where we're going, but I'm willing to change how we get there a thousand times if necessary." 2. Create From Purpose, Not Fear When facing uncertainty, our default success strategies often kick in. These fear-based responses limit our creative potential by keeping us in familiar patterns. Instead of asking "What should I do?" from a place of anxiety, transform the question to "What do I want to create?" from a place of purpose. 3. Embrace Rapid Prototyping When you don't know what will work, try small experiments. A regional bank president we worked with needed to transform their customer experience but wasn't sure how. Rather than launching a massive initiative, they created three small "pilot branches" to test different approaches. This rapid prototyping mindset allowed them to learn quickly and expand successful elements across the organization. 4. Lead With Questions, Not Answers Train yourself to respond to challenges with powerful questions that open possibilities rather than narrow them: "What might be possible here that we haven't considered?" "If we knew we couldn't fail, what would we try?" "What's the opportunity within this challenge?" 5. Narrate the Journey Help your team understand that uncertainty is part of the creative process, not a sign of failure. A school superintendent we coached regularly discusses with her leadership team how they're "building the plane while flying it" during their transformation initiative. This narrative helps normalize the discomfort of uncertainty while maintaining momentum. The Competitive Advantage of Creative Leadership In today's rapidly changing business environment, the ability to lead creatively through uncertainty isn't just nice to have – it's essential for survival. Organizations facing disruption need leaders who can imagine new possibilities rather than cling to outdated playbooks. The leaders who thrive are those who embrace Simon Sinek's insight that creativity begins when we don't know what we're doing. They understand that leadership isn't about having all the answers, but about asking better questions and creating compelling futures that inspire others to join them on the journey. Your Leadership Challenge This week, identify one area where you've been avoiding uncertainty or pretending to know the answer. Practice saying "I don't know yet, but here's what I'm thinking..." and notice how this creates space for creativity and collaboration. Remember that your team doesn't need you to be perfect – they need you to be authentic, purposeful, and willing to venture into the unknown with clarity of vision and openness to possibility. The next time you find yourself thinking, "I don't know what to do," recognize that you're standing at the threshold of your greatest creative leadership opportunity. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why anxiety is a natural response and how to accept it as a necessary ally  Techniques for identifying the underlying fears driving your anxiety  Physical practices to help dissipate fear and stress  Strategies for managing emotional reactions in challenging situations  Approaches for addressing the root causes of persistent anxiety  Personal examples of anxiety management from leadership experience  The Coronavirus pandemic and the resulting changes in our lives are stressing most of us. Whether you call it overwhelm, stress, nervousness, tension or any other such term doesn’t matter. It is a manifestation of some level of anxiety.  Here are quotes from coaching calls with real clients from just the last couple days: “I DON’T LIKE THE PERSON I’M BEING! One of my trusted co-workers told me that no one wants to talk to me because I snap at everyone….and I didn’t have a clue I was doing that!!”  “I’m not cut out to be a stay at home Mom, and work full time, and I don’t know how to reinvent the way we deliver services all at the same time. I feel like I’m failing on all fronts.” “Everyone is coming to me with requests…demands and everything needs to be done RIGHT NOW! Then when I do what they ask, they get mad at me because there are unanticipated consequences…I feel like I can’t do anything right!” “I feel so isolated, disconnected from my team. Like I don’t have control over any aspect of my life right now.” “I don’t know how to help my people deal with outside voices that are hateful, negative, and only looking for what is wrong…” I have a lot of experience with anxiety. Although I was not aware of it early in my life, it was nonetheless ever present. It is something I have been consciously learning to manage for about 30 years now. Over those years, I have read an untold number of books, attended numerous workshops, employed 6 psychologists, one psychiatrist, and 4 professional coaches. That has informed my coaching practice with real world experience which I share with clients regularly.  One of the first things I learned is that if we are to deal effectively with anxiety, first we must understand it. One of my psychologists told me that “anxiety is a generalized fear.” It’s like our brain fills up with fear, and like water in a bucket, it gets so full that it overflows. Different people react to the overflow in different ways, none of which are fun for them or for those they live and work with: Some get impatient, angry and irritable; some withdraw and become passive or passively aggressive; some talk non-stop, others isolate themselves; and yet others become hyperactively energetic and try to fix everything on all fronts at once (don’t get in my way when I get like that!).  Here are five broad strategies and methods I have found useful: Accept anxiety as a necessary ally. Identify the fear. Dissipate the fear. Manage your reactions. Change the root cause. Let’s examine each strategy and some of the tactics or methods to execute on each. Accept anxiety as a necessary ally .  My friend Bob Flewelling says, “Anxiety is your friend.” It is the mechanism that helps us muster courage and a plan of attack for any big challenge. Even after 28 years of doing this, I get anxious before every workshop I lead. That anxiety leads me to think through all the scenarios that might unfold and develop a plan to respond… by the time the workshop begins, I have thought through my approach and am fully prepared. In fact, one time recently I didn’t get anxious and walked into the workshop unprepared and flatfooted. As soon as I realized it, anxiety kicked in, and I stared planning and pulled it from the jaws of failure. In our culture, we see anxiety as a bad thing. So, we end up getting anxious about being anxious and it spirals out of control. If we can just accept that we are anxious, embrace it and look for the lessons that derive from it, we can keep it from overflowing our bucket. As Melissa Gilbert says in her book “Big Magic” invite your friend anxiety along in your car ride, just put the anxiety in the back seat and don’t let him drive! There are no quick fixes so be sure to extend a lot of grace to yourself during these challenging times. “Have patience with all things, but first of all, with yourself.” ~ St. Francis de Sales Identify the fear .  When my bucket is overflowing, it is really useful to put my conscious brain to work to answer the question “Just what am I afraid of?” That is usually more easily done by talking it out with my wife or someone else I trust. Like right now (during the corona virus pandemic), I am afraid that we will not get any new clients for the next year because no one will meet in person. The real fear that underlies that is that I won’t be able to make a living, and neither will my business partner Tom; then he will quit, and I will never make a living again… as soon as I get that out in the light of day, I realize that it is a silly premise. We are already using video conferencing in place of face to face meetings and have several prospective clients coming to us to help them through this crisis. Just identifying the fear allows me to dismiss it as irrational and unfounded. And most of the fears we deal with are exactly that… irrational and unfounded. Dissipate the fear .  Fear produces chemical and hormonal reactions in us and therefore has a physical aspect to it. If we can dissipate or neutralize those physical reactions, our emotional state changes. We feel better. Here are some of the methods I have found useful: Breathe . When we get anxious, we frequently stop breathing. This robs our brain of the ability to cleanse itself, and of the oxygen it needs to fuel conscious thought. So, our unconscious emotions become even more dominant. Conscious deep breathing is extremely effective. Try it now. Breathe in as deeply as you can for a count of 4. Then breathe out to the count of 8, emptying your lungs as completely as possible. Then breathe in again. Repeat these 5 or 6 times and pay attention to how you feel. This is a simple and very effective practice that can be done at home, at work, before or during a meeting… anytime you are feeling anxious. Aerobic exercise . When I get stressed, I get on my bicycle and ride for a minimum of an hour as fast as I can. Some people run, some walk. Do whatever your physical fitness level will allow. Aerobic exercise is a wonderful forced breathing protocol and it releases emotion cleansing hormones that leave you with a feeling of well-being, even euphoria. And it allows your unconscious mind to go to work on whatever problem is stressing you. Many times, I return from a ride with an idea that directly addresses whatever problem I am wrestling with. A calming practice . Yoga, Tai Chi, meditation, or a phone app like Calm can be used to intentionally quiet the fear producing voice in your head. The objective is to stay in the present moment; to stop your mind from traveling to the future, creating disaster scenarios, or to the past to exaggerate and beat yourself up about some mistake you think you made. Laugh . Watch a funny movie, listen to something funny, tell a joke. Laughter is cleansing in and of itself. Play . Most of us adults suck at playing. Do something you think is fun. I rollerblade and play with my grandkids. Some people do puzzles, or paint, or knit, or play a sport, or build something. Whatever you find fun, or used to find fun, do it.  Eat & Sleep . We all know the benefits of healthy eating & sleeping, and it’s especially important to give our bodies what they need during stressful times. Manage your reactions .  The unconscious, emotional mind reacts in hundredths of a second. Faster than we can even be aware of. That is extremely useful if someone or some animal is physically attacking us. It allows us to react defensively without thinking and is a great survival mechanism. However, this same mechanism gets triggered when someone criticizes or disagrees with us. In which case, our reaction can be totally inappropriate. In those situations, try one of these: Count to 10 before responding . The unconscious mind reacts with emotions in hundredths of a second. The conscious mind takes from 5 to 10 seconds to form a thoughtful response. Bite your lip, cover your mouth, anything to give yourself up to 10 seconds to think through your response. Buy yourself some time . In a meeting, I might say; “I need a few seconds to think about what you just said.” Or to one of my clients I may say, “I’m having a reaction to what you just said, and I want to think through my response.” I find that people appreciate it and are very willing to wait for me to think. Take a deep breath . You get the benefit of breathing, plus it takes time. Inhale for 4 seconds and exhale for 8 seconds. Change the root cause .  Our deepest fears get triggered when we are under extreme stress. This is where my use of psychologists, coaches, reading and self-help workshops have proven useful. You may or may not agree with this, but I assert that we are all afraid on some level that we “are not good enough.” Some are afraid they are not likeable, some that they are incompetent, some that they are dumb, some that they are uncaring…all are manifestations of “I’m not good enough.”  One version of this phenomenon has been given the name “The Imposter Syndrome”. First coined in 1978 it refers to the feeling that a person may be succeeding but is worried that they will be found out…that they are not really competent. It is so prevalent that one study found that it effects 85% of all in the workforce. That voice in our head is constantly criticizing us in some fashion. It says terrible things to us, and we believe it like it is the arbiter of reality! Think about it; if someone you work with said the things to you that your voice (you) says, you would not put up with it. You’d fight, walk away, maybe even end your relationship. Getting in control of that voice is critical.   I do so by picturing old cartoons where there was an angel on one shoulder of the character and a devil on the other shoulder. The angel would say “oh, you’re great, you can do it” and the devil would then chime in with “go ahead sucker, you’ll screw it up.” When I notice that I am undermining myself, I literally think of the devil on my shoulder and say to him “ thank you for sharing now shut up! Sometimes I even slap him…actually slap my shoulder. It allows me to make a joke about it and reminds me that it is not real. When anxiety gets completely out of control, it can cripple us, cause us to freeze and guarantee failure. I wrote myself a reminder on the blackboard in my office years ago that says: “don’t let your friend, anxiety, turn to pessimism.” It reminds me that I tend to do that.  My friend Al Killeen gave me a great list of actions to follow when this occurs. He calls it A Prescription for Dread : God ; Give your fear over to a higher power. Gratitude ; Make a list of what you are grateful for daily. Get going ; Do something, yard work, clean, anything to get moving. Projects ; Design, then execute a project to address what you are afraid of. Patience ; Remind yourself that it will take time. Learning to manage anxiety is a necessary step in our personal development and one that effective executives work on consciously and continually. If you don’t, your progress in your career will be thwarted.  Oh, and by the way, if you are looking for a funny movie to make you laugh try Mel Brooks classic “High Anxiety” (for you youngsters, that is a real movie)! Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How to establish effective ground rules for virtual meetings  Strategies for maintaining human connection in digital environments  Techniques for leveraging technology appropriately  Methods for supporting team members in a virtual setting  How to manage accountability for next steps in remote work  Be Intentional about Communications Leverage Technology Take Time to Help Manage Next Steps Be Intentional about Communications As a team, discuss the ground rules by which the entire team will agree to operate (see some suggestions below). When gathering information, ask open ended questions. Leaders, refrain from jumping right into the tactics. Take a few minutes to check in on how people are doing. It can be as simple as asking, "how are you doing?" Once you have asked an open ended question, wait. Many times, people just want to be heard. They want to know that their leader and others are listening to them. While listening, notice that you have an opinion. How do you notice when you have an opinion? Click here for more ideas on effective communication . Leaders, resist the urge to solve problems. Your job is to listen, ask questions and help your team members grow. Leverage Technology Technology is amazing, when used intentionally. Here are some thoughts on two key technology tools: Email & Video Conferencing. Email: Email is very, very difficult to use as a Leadership tool. Which is why we advocate using it sparingly. When in doubt, pick up the phone. We are human beings and desire human connection/voice. Too often communication breaks down (and relationships) because something gets lost in translation via email. Curious why email/text can cause us to react strongly? Emotional Intelligence expert Daniel Goleman gives us one reason that he calls flaming : we tend to misinterpret positive email messages as more neutral, and neutral ones as more negative, than the sender intended. Video Conferencing: We believe Zoom is the best tool out there right now. If you use Zoom, download the local client (it works better) zoom.us/download Whatever tool you use, we propose the following ground rules for any and all virtual meetings: Agree to the ground rules. If you don't, speak up. Use an external microphone/headset. Sound quality matters. Sit close enough to the screen that your head fills most of it. Stay engaged with the conversation even if you aren't talking. Especially when you aren't talking. Nod your head. Look at the camera, not just the screen. You’ll appear more honest & engaged this way. Don't multitask. It's rude and everyone can tell when you're doing it. Sit somewhere with natural light shining on your beautiful face (i.e. with a window in front of you). A little effort on lighting goes a long way. Speak clearly. And if you’re using a laptop, don’t put it on your lap. To help reduce Zoom Fatigue , try turning off the video of yourself to yourself ( "Hide Self View"). For longer meetings, take 10 minute breaks every 90-minutes or so. For larger groups: Agree on how participants can participate. This can be as simple as having people raise/wave their hand. If it's a group of more than ~20 people, please hit mute when you’re not talking. Yes, most of these are obvious. Unfortunately, very few teams take the time to agree to ground rules like this and almost no teams put in the effort to consistently deliver on them. Great teams do. Take Time to Help Create time to check in to see who needs help. Every single meeting. It only takes a few minutes. If you have more time, create the space to actually help each other. One of the best ways to do this virtually is to use Zoom's Breakout Room feature. It makes it possible to quickly and easily create virtual rooms where people can get paired up to coach each other (we suggest groups of 2 - 3). And as a leader, don't forget to coach yourself. Team members look to who you are being and how you are behaving to model their own behavior. That's why it's critical to take time to make sure you are taking care of yourself physically, emotionally, spiritually, and mentally. Manage Next Steps Ensure supportive accountability is in place and close every meeting with clear next steps. What are the next steps? Who is responsible for each of those next steps? [One person per step. If 2 people are responsible for a next step then accountability is cut in half, not doubled.] When is each step due? Bonus: who will help? Learn more about Supportive Accountability here . Great teams are intentional. Great leaders ensure their teams are set up for success and have all the foundational elements in place, especially in challenging times. It’s worth it. The little things matter. Lead on! Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn:   Why self-care is essential for effective crisis leadership  Resources for maintaining physical, emotional, mental, and spiritual well-being  How to conduct an honest self-assessment during challenging times  Practical techniques to build personal resilience  Ways to model healthy leadership behaviors during crisis  ... Helpful Tips and Resources for Leading during COVID-19 This is a generation-defining moment for our nation and for all nations. The exact definition will be determined over the coming weeks and months but one thing is clear: we are on a whole new trajectory. As leaders, it's important that we do 2 things simultaneously during such significant times of change: lead others and lead ourselves . It's important that we start with ourselves because it is extremely difficult to give away what we do not have ourselves. We've heard the flight attendant tell us that we should "put our oxygen mask on first before assisting others." And we get this intellectually, but we don't always practice this in the real world when it comes to leading others. This is why it's so important to pause and ask ourselves where we need to intentionally give ourselves and our teams more oxygen. When was the last time you paused and gave yourself the space to answer these questions? How am I doing right now? How am I doing physically? How am I doing emotionally? How am I doing mentally? How am I doing spiritually? If the person I respected most on this earth were watching me over the last day or week, how would he/she say that I'm doing? “True character is revealed in the choices a human being makes under pressure - the greater the pressure, the deeper the revelation, the truer the choice to the character's essential nature.” ~ Robert Mckee Below are some ideas in each of these areas that we hope will prove helpful to you. Think of this as an a la carte menu where you can pick and choose what would be most helpful to you at this time in your life. And please share any and all of this with your coworkers and those you lead. How are you doing? Take 5 minutes to check in with yourself with this simple tool . How are you relating to this time in your life? What's your mindset ? Physical Health: Do you have six minutes to spare? Then you can do a workout . Wash your hand. Of course, but why? Emotional Health: These TED talks offer simple ways to stay healthy — both emotionally and physically. Dealing with drama ? Medical professional and researcher Cy Wakeman offers wonderful insights into drama/gossip . Mental Health:s Anxiety can be your friend. Read more here . Gratitude is an approach to life that reminds us and amplifies what’s wonderful which provides perspective to deal with adversity. There are thousands of ways to nurture gratitude. We think the simplest involves creating a daily habit to nurture each and every day. Remember this simple acronym BIG: Begin In Gratitude. Working from home and find yourself now teaching your kids? This website lists education orgs offering Free subscriptions due to school closings: amazingeducationalresources.com 2 curated lists of the Most Powerful Personalized Learning Edtech Tools out there: LEAP and NewSchools And here are a few of our favorite tools: Zoom.us & our new favorite Zoom feature called Breakout Rooms ; TedEd ; KhanAcademy ; STMath ; Lalilo ; & Google Classroom How to handle isolation ? Read this article from N A S A astronaut Scott Kelly: I Spent a Year in Space, and I Have Tips on Isolation to Share Spiritual Health: During times of stress, we can drift away from the very things that are most important to us... those are the things that bring energy, life and light into our world. This higher purpose becomes the light that guides us. The challenge is that as we drift further from those centers of light, the light becomes less and less effective. What do you do to tap into the the sources of light in your of life? How do you nurture a sense of hope for the future? What's your " big picture" that keeps you inspired? Hope is the belief that our future will be better than our present. Curious about the science of hope ? It's not easy to lead. It takes courage , especially in times of crisis. And this is what it means to lead. It is a great responsibility and a great honor because we are called to muster personal courage and to help foster courage in those we work with. Lead on. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

"Watch your thoughts, they become words. Watch your words, they become actions. Watch your actions, they become habits. Watch your habits, they become character. Watch your character, it becomes your destiny." — Frank Outlaw What You'll Learn How your language choices create organizational reality Three powerful shifts to move from past-focused to future-oriented language Practical applications for meetings, communications, and conversations Simple techniques to audit and improve your leadership language patterns The language we use doesn't just describe our reality — it creates it. As leaders, our words have the power to either anchor teams in past problems or propel them toward future possibilities. When we understand this distinction, we gain access to one of the most powerful and overlooked tools in leadership: intentional language that moves people forward. The Power of Forward-Moving Language Research suggests that the most effective leaders dedicate significant time to long-term thinking and future possibilities. John Kotter's work highlights how transformational leaders focus on setting direction rather than maintaining current operations, while Jim Collins found his "Level 5 Leaders" maintain a dual time horizon—addressing current realities while building for the future. Why? Because our brains respond differently to forward-moving language. Neuroscience tells us that when we focus on possibilities rather than problems, we activate the brain's reward centers rather than its threat response. This creates a biochemical environment more conducive to innovation, collaboration, and creative problem-solving. Three Language Shifts That Create Movement 1. From Past-Focused to Future-Focused Instead of: "We've always struggled with this..." "Last quarter's numbers were disappointing..." "That approach failed before..." Try: "Here's what's possible now..." "Next quarter, we'll focus on..." "What we learned enables us to..." This shift acknowledges where you've been but places emphasis on where you're going. It transforms historical challenges from anchors into launching pads. 2. From Problem-Centered to Possibility-Centered Instead of: "The biggest obstacle we face is..." "Our main challenge right now..." "What's getting in our way..." Try: "Our biggest opportunity is..." "The next level for us looks like..." "What will enable our success..." This doesn't mean ignoring problems — it means reframing them as opportunities for innovation and growth. The problem-centered approach often leads to defensive postures, while possibility-centered language invites creative solutions. 3. From Static to Dynamic Instead of: "This is how things are..." "Our current situation..." "The reality we face..." Try: "This is how things are moving..." "Our evolving situation..." "The opportunities emerging..." Static language suggests permanence — that today's reality is fixed. Dynamic language recognizes that everything is in motion, creating openings for influence and change. Building Momentum Through Language The true test of forward-moving language is whether it creates momentum. Here are practical applications for your leadership: Meeting Language When leaders transform their team meeting language, participation increases dramatically. Make these three simple shifts: Opening with possibilities rather than problems Instead of starting with "Let's discuss the challenges we're facing," begin with " Let's explore the opportunities ahead of us." Framing challenges as invitations for innovation Rather than "Our fundraising is behind target," reframe as "We have an opportunity to innovate our fundraising approach." Ending with clear next steps and forward movement Replace vague conclusions with specific forward actions: "By Friday, we'll each identify three potential partners for our new initiative." Written Communications Written language can either energize or deflate. Try these approaches: Lead with vision and opportunity Begin emails and documents with the possibility you're moving toward rather than the problem you're moving away from. Connect current actions to future outcomes Help people see how today's work creates tomorrow's results. Emphasize progress and momentum Highlight movement rather than status: "We've moved from 40% to 55% completion" rather than "We're still 45% incomplete." Individual Conversations One manufacturing leader I worked with dramatically improved team engagement through one-on-one conversation shifts: Ask future-focused questions "What would success look like?" rather than "Why isn't this working?" Acknowledge the present while pointing toward possibility "I see where we are now, and I can also envision where we could be." Use language that empowers action "What's one step you could take today?" rather than "Why haven't we made progress?" Your Leadership Challenge This week: Audit your language patterns for past vs. future focus. Record a meeting you lead or ask a trusted colleague to note your language tendencies. Experiment with reframing one challenging situation using forward-moving language. Notice how it changes your own thinking. Observe how different language choices affect team energy and engagement. What language creates lift? What creates drag? As you practice intentional language, you'll discover that your words don't just describe reality — they create it. Your choice of language can transform resignation into engagement, problems into possibilities, and stagnation into movement. Remember : The future belongs to those who can see it coming. Your language helps others see it too. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn:   How effective leaders respond to crisis with courage while acknowledging fear  Historical examples of leaders who faced seemingly insurmountable challenges  Techniques for cultivating personal courage under pressure  Strategies for fostering courage throughout your organization  The role of unity and purpose as foundations for courageous action  ... and how is Anxiety helpful? The Coronavirus Pandemic gives many of us reasons to be afraid. Some of us fear social isolation. Some of us fear a loss of income. Or maybe you and your team are on the front lines of this fight and risk direct, repeated exposure to the virus? Fear in these situations is natural and appropriate, but if we allow fear to spin out of control or to turn to panic then we will lose the fight before it begins. Churchill, King, Kennedy, and Eisenhower are but a few leaders who are remembered for their courage in the face of insurmountable odds. Following their example, as leaders, we must respond with the strongest antidote to fear: Courage . We are called to muster personal courage and to help foster courage in those we work with. How will you help your team and community with their fears? Please join us as we discuss that question and many others. We will be hosting a few webinars to provide food for thought, a chance to brainstorm, and a chance to share ideas about what can be done to encourage your teams & others in your life. We want to keep this interactive, so we will spend ~10 minutes sharing some practical leadership insights and then open the floor for questions and an exchange of ideas. In order to keep it interactive, each session will be limited to 10 participants. Join Us for a Leadership Chat March 24, 2020 at 11:30am EST (8:30am PST) - Session full March 26, 2020 at 2:30pm EST (11:30am PST) - Session full March 27, 2020 at 12pm EST (9am PST) - Session full March 30, 2020 at 1pm EST (10am PST) - Session full March 30, 2020 at 2:30pm EST (11:30am PST) - Session full And we invite you to review these ideas before the webinar: 4 Tips for Effective Virtual Meetings What Lessons are to be learned from our history about Anxiety? ~ Brad Zimmerman History teaches us that as a people, we always land on our feet. About 15 years ago, I was in a complete panic. At the time I labeled it “anxiety,” but it was panic. Business was in trouble, revenues were too low to sustain the lifestyle my wife and I had, and there were no new business prospects in sight. I was panicking. I went to my psychologist for help dealing with the mental state I was in, and he said something to me that I hold on to till this day and shall never forget. The conversation went something like this: How many times have you missed a house payment? When have you been unable to provide clothes for your kids? Been unable to afford food? Been unable to pay your bills? My answers to all the above questions was “never.” He then said, “History is a good predictor of the future. And your history demonstrates that Brad Zimmerman always lands on his feet.” It strikes me that the same thing can be said for The American People. We always land on our feet. As I look back on recent American History, I realize that each decade held their own panic inducing events: The 40s: World War II The 50s: Polio, nuclear war with Russia The 60s: The Vietnam War, generational wars over social beliefs, recreational drug epidemics, campus protests The 70s: Political upheaval, rampant inflation, 17% interest rates The 80s: Tehran Hostage Crisis, Chernobyl meltdown, stock market crash The 90s: Columbine shooting, more global wars, pandemics, the “Y2K” scare The 2000s: 9/11, domestic terrorism, the Great Recession, a world-wide threat of financial meltdown The 2010s: Continued global financial crisis and global recession, global warming, divisive political polarization In the face of each of these crisis’s, as a people, we have found a way to land on our feet. After an initial panic, in some cases longer lasting than others, we mustered the courage, ingenuity and hard work to do what needed to be done. We will do the same in the face of the Coronavirus Pandemic. We have little time to waste, however. This virus will get ahead of us if we do not act quickly. In short, we have no time to wallow in self-pity, drama, and panic. That includes blame. No time for blame; we must unite, put our differences to the side and go to work for the greater good; the good of our people and our society. To be a beacon of unity, a force for healing, an encouraging source of leadership that calls us as a people to step up. Because step up, we must. We must encourage our people, that is, we must help foster courage . George Bernard Shaw gives us a great example of living for a larger purpose that is the seed bed of courage vs. living in the dark shadow of self-pity and fear: This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy. I am of the opinion that my life belongs to the whole community, and as long as I live it is my privilege to do for it whatever I can. Our job as leaders is to help people see the “purpose recognized by themselves as a mighty one”… to support them in being a force of nature. I believe in the resilience of the human spirit and in the ability of all of us to step up. We only need to remember our higher purpose, then remind those around us of their higher purpose. If we are united with one another in the service of our fellow man, I am confident we will step up… and land on our feet! Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why traditional approaches to accountability often fail  How to reframe accountability as objective measurement rather than blame  The connection between commitment and accountability  Practical approaches to supportive accountability  How to create a culture where people embrace being accountable  Accountability is a key ingredient to the success of any organization. Why, then, does there seem to be such a widespread absence of accountability in the modern workplace? “Managers don’t hold people accountable here.” “If only people around here were more accountable for results.” We often hear these common complaints from both organizational leaders and staff. So, what then is behind this apparent absence of accountability? A large part of the answer lies in the frequent misunderstanding of the word “accountable” and the concept itself. Accountability is often equated with blame when things go wrong. The statement that “someone needs to be held accountable” is typically used to suggest that someone should be fired. Yet, equating accountability with blame and subjecting people to negative feedback that undermines their sense of pride in their work is counterproductive. In fact, recent studies suggest that performance reviews that mainly focus on blame are de-motivational. Productivity has been shown to suffer for months after this type of review. This explains why people dread reviews and why many managers avoid giving them. Another factor that leads to a lack of accountability is the perception that “they” aren’t being held accountable. Accountability seems to be something that others are lacking. It is rare indeed that an individual thinks that they are the one who lacks accountability. It is easier to focus on others in the “blame game,” rather than themselves. So, what can leaders do to shift accountability from being a negative term to something that’s more productive and positive? The root of the word “account” gives us the first clue. Accountability simply involves keeping an account of results produced compared to results promised. That is it. It is the basic act of clearly stating actual performance. Nothing more. In order to do this, there must be clearly agreed-upon KPIs that measure a person’s effectiveness in their job. Reviewing an account of actual performance compared to promised performance can reveal if a person is succeeding in some areas and failing in others. The approach is straightforward; there is no blame, and there are no excuses. It’s an objective assessment of the promises a person has made. This helps to set the stage for developing a plan to improve performance; a review can become an opportunity for a coaching discussion rather than a confrontation. And, while you can have a system of rewards (for better-than-promised performance) and consequences (for worse-than-promised performance) to reinforce accountability, such a system by itself will not bring true accountability about. This is where the concept of supportive accountability comes in. With this approach, you’re not just supporting the person—you’re supporting their commitment to their goals. You’re taking the time to help them define what they wish to achieve and guiding them along the way. When leadership engenders this level of commitment from and within their people, individuals will naturally embrace being held accountable for results. Shaming people into improving simply doesn’t work. Instead, management can serve as a natural support system for helping people to define and achieve their goals. They will feel more motivated to fulfill the promises they’ve made, and they’ll know that having someone hold them accountable is a good way to support their personal success. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You Will Learn Why poor listening is the root cause of most communication issues  Four practical techniques to immediately improve your listening skills  How to create space for others to fully express themselves  Ways to notice and manage your own opinions while listening  The impact of effective listening on team collaboration and trust    Virtually every client over the past 25 years has listed “communication” as one of their organization’s key shortcomings. So why is this issue so pervasive? Are not enough people talking? Are not enough emails being sent? Not at all. The biggest barrier to communication is that we as a species do a really poor job of listening. We tend to engage in competitive monologues, where, instead of listening to understand the other person’s point of view, we are thinking about our response and waiting patiently (or not so patiently) for the other person to finish so we can tell them what we think. We listen to our own thoughts instead of paying attention to the other person. Even if you are a good listener, chances are you could improve. I rarely meet anyone who could not be a better listener, myself included (just ask my wife!) Try these four techniques, and see if your communication and collaboration improve. 1) When gathering information, ask open ended questions. Most of the time, when we ask a question, we’re simply inviting the other person to vote on our opinion. Statements like, “Don’t you think we should hire that new vendor?” or “Do you think our strategy is sound?” bias the other person and shut down the opportunity for dialogue. Instead, try suspending your opinion for a moment, by asking truly open-ended questions like these: “What do you think about that new vendor?” “How effective do you think our strategy will be?” 2) Once you have asked an open ended question, wait. Count to 20. Repeat the question in your head. Do anything but talk, to let the person process your question. If a question is worth asking, it’s worth waiting for the answer. During the uncomfortable silence between asking and answering a question, we often fill the gap with multiple choice options, jokes or meaningless additional words. Especially if you’ve asked a question the other person hasn’t thought about before or that requires a creative response, it’s crucial to patiently wait for an answer. 3) While listening, notice that you have an opinion.  By the time we hear the first sentence or half sentence of the other person’s response, we often begin formulating our next response. By listening to our own thoughts, we block out what the other person is saying. This is not only disrespectful, but it also denies us the other person’s insight. Instead, try noticing when you are listening to your own thoughts instead of the other person, then let the voice in your head repeat every word the other person has said. That way, you are more likely to absorb and confirm what you have heard. 4) Practice reflective listening. Once you have listened, repeat the other person’s words back to them to confirm that you’ve received what they intended to tell you. A statement like, “Here’s what I heard you say,” accomplishes three things: It sends the other person a signal that you’ve been listening. It builds the relationship by suggesting that you are interested in the other person and their thoughts. It confirms that you did or did not understand what they meant, and invites clarification. Would you like to be a better listener? We're listening. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

The Secret to Being an Effective Leader of People "The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible."   - Dwight D. Eisenhower What You'll Learn Why the traditional concept of "managing people" creates friction and disengagement How shifting to "managing promises" transforms team dynamics and results The five essential elements of an effective promise Why giving permission to say "no" paradoxically improves accountability Practical steps to implement a promise management system How promise-based management naturally creates a culture of integrity Real-world examples of organizations that achieved remarkable results through this approach But here's the truth: The problem isn't management itself—it's how we've misunderstood what management actually is. Effective leaders need management as a critical tool in their toolkit. The issue arises when we mistakenly believe we can "manage people" rather than understanding what we actually can and should manage: the promises and commitments we make to each other. When's the last time you heard someone say they love being "managed"? If you're like most leaders, the answer is probably never. That's because deep down, none of us wants to be managed. We want to be inspired, empowered, and trusted—but not managed. In a word, we want to be  empowered! Yet organizations everywhere continue to use the term "people management" as if humans were assets to be controlled like inventory or equipment. This fundamental misunderstanding creates unnecessary friction and disengagement in our teams. The Prison Warden Problem Unless you're a prison warden, you cannot manage people. Full stop. You can influence them, inspire them, coach them, and support them—but you cannot control their actions or decisions. The moment we believe we can "manage people," we set ourselves up for frustration and failure. What we  can  manage, however, are the promises and commitments we make to each other. This subtle but profound shift in thinking transforms how we approach leadership and creates a culture of integrity where people genuinely want to contribute. From Management to Promise-Keeping When we replace the concept of "managing people" with "managing promises," several powerful things happen: Respect becomes the foundation . We acknowledge others as autonomous human beings with agency and choice, not resources to be directed. Clarity improves dramatically . Vague expectations become specific, time-bound commitments that everyone understands. Accountability becomes supportive, not punitive . When someone makes a promise freely, they're intrinsically motivated to keep it. Trust flourishes . A culture of promise-keeping builds confidence in each other's words and intentions. The Anatomy of an Effective Promise Not all promises are created equal. For promises to be effective management tools, they need these key elements: Specificity : "I'll look into it" isn't a promise. "I'll have the report on your desk by 4pm Wednesday" is. Mutual agreement : Both parties must explicitly agree to what's being promised. This isn't about telling someone what to do—it's about reaching shared understanding. Voluntary commitment : People must have the freedom to say "no" or negotiate terms. Without this, you don't have a genuine promise—you have a command. Clear timeline : Every promise needs a "by when" attached to it. Documented outcome : Both parties should have the same understanding of what success looks like. The Power of Permission to Say "No" One executive I worked with couldn't understand why his team kept missing deadlines despite clear assignments. During our work together, we discovered his team never felt they could decline or negotiate deadlines, even when they knew they were impossible. The revelation was transformative. He began explicitly giving people permission to say "no" or offer counterproposals. Initially uncomfortable, this practice quickly revealed resource conflicts, training needs, and process issues that had been hidden beneath a veneer of false agreement. Within just a few months, deadline adherence improved dramatically. Why? Because people were now making promises they believed they could keep, and they had the chance to identify what they needed to be successful. Building Your Promise Management System Ready to shift from people management to promise management? Here's how to start: Make clear requests . Be direct ("I request that you..."), specific about what success looks like, and include a timeframe. Honor the response . Accept "yes," "no," or counteroffers with equal respect. Remember, a reluctant "yes" is worse than an honest "no." Document commitments . Use a simple system (even a shared document works) to track what's been promised, by whom, and by when. Follow up supportively . Check in before deadlines to see if support is needed, not to micromanage. Acknowledge completion or missed promises . Celebrate kept promises and have direct, blame-free conversations about ones that weren't kept. Transforming Culture Through Integrity When promises become the currency of your organization, something remarkable happens: a culture of integrity emerges naturally. Integrity, at its core, simply means integration between your word and your actions. It's doing what you say you'll do. When an entire organization operates on this principle, trust grows exponentially, and with it comes engagement, innovation, and results. One healthcare organization I worked with implemented promise management across their 15 sites. Within one year, they turned a 2% annual deficit into a 1% surplus—a remarkable achievement for a non-profit healthcare provider. Even more impressive, they simultaneously improved patient outcomes so significantly that they won several industry awards. The Choice Is Yours As a leader, you face a fundamental choice every day: Will you try to manage people and push them toward compliance? Or will you manage promises and pull them toward commitment? The former might give you the illusion of control in the short term, but the latter will give you something far more valuable: a team that freely chooses to bring their full potential to work every day. So, stop managing people—they don't want it, and you can't really do it anyway. Start managing promises instead, and watch as your team transforms before your eyes. What promise will you make to your team today? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

How Leaders Create Cultures of Dignity The numbers are sobering. According to recent  Gallup research , only 37% of U.S. employees strongly agree that they are treated with respect at work - matching the record low first seen in 2022. Let that sink in. In an era where organizations tout their cultures and values, fewer than 4 in 10 workers feel genuinely respected in their workplace. But here's what's even more concerning: This isn't just about hurt feelings. When respect is missing, everything breaks down. Gallup's research shows that 90% of employees who don't feel respected report experiencing discrimination or harassment. Teams can't collaborate effectively. Innovation stalls. Talent walks out the door. The Root of the Problem Why are so many organizations struggling with this fundamental human need? The answer lies in understanding what drives disrespect in the first place. In our work with thousands of leaders, we've discovered that disrespect usually stems from fear-based leadership. When leaders operate from their unconscious "default success strategies" - behaviors that worked in the past but may not serve the present - they often create environments where people feel threatened rather than valued. As we explore in  The Great Engagement , fear-based cultures emerge when leaders are: Focused on controlling rather than empowering Driven by personal agendas rather than shared purpose Quick to blame rather than supporting growth Resistant to change rather than embracing transformation The Transformational Alternative The good news? There's a better way. Transformational leadership fundamentally shifts how people show up at work. Instead of operating from fear, leaders learn to operate from what the ancient Greeks called  "agape"  - a willful commitment to others' growth and development. This shift creates what we call "psychological safety through purpose." When people are united by a compelling shared mission and empowered to contribute meaningfully to it, respect becomes the natural outcome rather than a forced initiative. Three Practical Steps for Creating a Culture of Respect 1. Start with Self-Awareness The first step is helping leaders recognize their own default success strategies and how these might undermine respect. Are you: Controlling conversations rather than inviting input? Rushing to solutions rather than listening deeply? Avoiding difficult conversations rather than addressing issues directly? Simply becoming aware of these patterns creates the opportunity for change. 2. Build Systems of Supportive Accountability Gallup's research highlights that employees who have weekly meaningful coaching conversations with their managers are four times more likely to be engaged. This aligns perfectly with what we call "supportive accountability" - holding people accountable while simultaneously supporting their growth. Create regular rhythms for: One-on-one conversations focused on development Team discussions about what's working/not working Clear agreements about how people will work together Recognition of progress and learning from setbacks 3. Make Purpose the North Star Rather than focusing directly on "respect initiatives," unite people around shared purpose. When teams are clear about: Why their work matters How they contribute to something meaningful What success looks like for all stakeholders They naturally treat each other with greater dignity and care. The Courage to Transform Creating a culture of respect isn't about posting values on walls or mandating sensitivity training.  It requires leaders willing to transform themselves first  - to move beyond their comfort zones and default strategies to create environments where everyone can thrive. A conscious choice to help others grow will transform cultures far more effectively than any policy or program. The numbers may be discouraging, but the path forward is clear. When leaders commit to transformation - to leading from purpose rather than fear - respect becomes not just a metric to track but the natural expression of how people work together. Are you ready to create that kind of culture? The journey starts with you. The journey to creating a culture of dignity starts with one leader's commitment to transformation - but its impact ripples throughout the entire organization, elevating everyone it touches.

A Leader's Guide to Creating Stability in Unstable Times "The most effective response to radical change is radical acceptance," observed one CEO during a recent leadership forum, the Interchange . While acceptance may seem counterintuitive during turbulent times, it's precisely what enables leaders to move from paralysis to purposeful action. As we explore in our blog post " The Power of Radical Acceptance: Don't Cry Over Spilled Milk , " this practice involves acknowledging reality without judgment or resistance - not to surrender, but to focus energy on what can actually be changed.   As leaders navigate an increasingly complex landscape of change and uncertainty, many are discovering that maintaining organizational stability requires a delicate balance of transparency, clear communication, and unwavering purpose.   The Power of Purposeful Leadership In times of uncertainty, leaders face unique challenges in maintaining organizational credibility and effectiveness. "I think for us, you know, the changes happening are so ingrained... I think there's less risk for us," shared a healthcare CEO. "Maybe I've got my blinders on, but I don't think so." Her approach emphasizes staying focused on organizational impact rather than getting caught up in external dynamics.   Successful leaders are finding that being transparently honest about both knowns and unknowns helps build trust and stability. "I understand why you might be worried if that's what you heard and you're not sure how that's going to impact," she explained to her staff. "I'm here to reassure you that I will keep you apprised of the situation as things change. But at this point, it's business as usual."   Radical Transparency in Practice  A clear framework has emerged for how to communicate during uncertain times: 1. Validate concerns with empathy 2. Share verified facts without speculation 3. Refocus on mission and continued service   This approach allows leaders to acknowledge legitimate concerns while avoiding speculation that can fuel fear and instability. As one CEO noted, "A little bit of fear to get them to care about how we're doing...is okay because it shows that they care versus just kind of hands off."   Maintaining Mission Focus The key to organizational stability during uncertainty is keeping focus on your core purpose. A seasoned CEO, draws on recent experience: "Covid was a good leadership sort of tutorial on how to lead through crisis. [...] We can't have parking lot conversations all day long about our opinions on what's happening." His approach emphasizes providing comfort and empathy to individuals while maintaining a pragmatic, mission-focused approach at the organizational level.   This balanced strategy means: - Supporting staff while maintaining service excellence - Creating stability through consistent operations - Focusing on what can be controlled - Continuing to deliver on organizational promises   Practical Leadership Actions Successful leaders are taking specific steps to maintain stability: - Conducting regular information sessions to share updates - Creating clear communication channels for questions and concerns - Developing contingency plans while maintaining normal operations - Focusing on continued excellence in delivery   Lessons for Leading Through Change Through recent conversations our CEOs facing today's uncertainties, several key insights have emerged for leading effectively through turbulent times: Radical acceptance isn't about giving up —it's about clearly seeing what is, then intentionally deciding how to respond. As one leader noted, "We've been through tough times before. This may feel new, but we have experience leading through uncertainty." Focus energy on policy  impacts rather than politics or personalities. Leaders find greater effectiveness when they address what changes mean for their organization rather than getting caught up in the emotional dynamics of who is making those changes. Slow down the noise . With daily announcements of dramatic changes that often get delayed or modified, successful leaders are adopting what one CEO called a "tortoise mentality"—moving steadily forward while taking time to observe and assess before changing course. Build on past experience.  Many leaders are applying lessons from Covid: plan, pivot, reassess, then plan and pivot again. This iterative approach helps organizations maintain stability while adapting to change. Remember that resistance and resilience can coexist   with acceptance . Leaders are finding ways to acknowledge current reality while building organizational capacity to both adapt and advocate where needed.   The Path Forward While the current environment presents real challenges for leaders, those who maintain a balanced approach focused on transparency, purposeful leadership, and organizational delivery are finding ways to create stability amid uncertainty. As one CEO reflected, "It's easier to accept what you know and deal with it and move on than if you don't have what you need or there's an unknown there."   By embracing radical acceptance while maintaining focus on purpose and impact, leaders can guide their organizations through uncertain times while continuing to serve their stakeholders effectively. It's not about surrendering to circumstances, but rather accepting reality clearly so we can take meaningful action toward what matters most - our mission and the people we serve.

This visualization from the Junto Institute ( https://www.thejuntoinstitute.com/emotion-wheels/ ) gives us a glimpse into the underlying drivers of human behaviors. When we can better understand these root level emotions, we are better equipped to make good decisions. As a leader, the more self-aware you are about your own emotional status, the better equipped you’ll be in getting the best out of yourself and your team. Note : This wheel shows 6 core emotions. We would suggest that at an even more fundamental level, there are really 2 emotions: Love and Fear.