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In the days now known as pre-pandemic, if you were to ask an organization’s leader why they were experiencing turnover in their workforce, they might have said things like benefits, compensation, or perhaps even blamed the employees fit in their “culture.”   Today in the not-quite-post-pandemic new normal  however, we’ve heard from client after client their sense that the core reason for turnover is fatigue. Or burnout. Or exhaustion. And we all have a cacophony of different opinions and thoughts as to why that is. What are we to do? While we don’t pretend to have “the answer,” we do want to offer a great starting point. On Patrick Lencioni’s podcast  At The Table , he recently delved into the topic and it got us wondering, how do we define the difference between these tiresome words? What’s the difference between being fatigued and exhausted, as an example?   When we hear that someone is tired, fatigued, exhausted or burnt out at work, perhaps the most practical thing we can do is to ask more about it. Ask them to define what they're experiencing. This ensures that we can make sure we understand the problem before we go about trying to fix or address it. An old mentor of Tom’s used to say that as leaders what people need from us most is to listen. Just listen . Not do, or talk, or fix. Just listen. People are not helpless and often just need someone to listen as they work out their own solutions. So, with that in mind, we want to suggest some definitions for these words. Tired  is the daily, and we’ll add expected, feeling of being drained of energy and strength. It happens to everyone. If we’re not tired at the end of the day, we may not have done very much that was productive.   Fatigue , by contrast, is a pattern of tiredness. A pattern of weariness that we carry throughout our days and weeks. Fatigue should be a sign that something else is going on that we need to pay attention to.   Exhaustion  is the extreme version of fatigue. It means to tire extremely and completely. This is an absolute red flag that some drastic measure must take place so you don’t reach, what I would argue, is the final stage: burnout.   Burnout means that something came to failure, totally empty. It has nothing else to give. In short, it’s too late. Our work is to pay attention to the first 3 stages. When we’re aware, we can try to intervene before we ourselves or our employees ever get here.  Here are some simple remedies;  A good night’s sleep is the solution to tiredness. The important thing around tiredness is making sure that we’re sleeping the right amount, eating well, and maintaining healthy rhythms.   Contrast that with fatigue. If your night’s sleep made you feel rejuvenated and ready for a new day, then you were simply tired. But, if that night’s rest did nothing for that sense of tiredness, you are fatigued.  Fatigue is an indication that you need to do something that energizes you. Too often when we sense fatigue setting in, we think we need less stress, less working hours, less structure, more flexibility, less in-person meetings, less zoom etc. There’s no doubt those things can contribute to fatigue. Most often, however, what we need is real human interaction. We need the chance to casually chat with someone in the office. We are wired to be face-to-face with someone who can hold space for our emotions, support us, read our body language, challenge us, ask how they can help. We need to find the kind of work and people to be around that energize us. Too often we try to fix fatigue by getting away from people and work when it’s the very thing that can help fix it. This goes for introverts and extroverts alike. Exhaustion , therefore, is a warning sign that we have ignored too many warning signs from our fatigue. Perhaps it’s a warning sign that, despite our best efforts to stay energized, work or other life circumstances need to change. We all know what it is like to be on a project or in a “season” that is particularly demanding. Where we know we’re going to have to work more hours and that it is not sustainable. But we can’t always be in a “season.” The most effective solution is to consciously schedule a shutdown. That is more than just a vacation or weekend off. It will require being very intentional with your time off. It means you will have to genuinely disconnect from email, social media, and the things that constantly distract us, and end up keeping us from feeling rejuvenated or refreshed. For many of us, it’s not the vacation several months down the road that we need but the rest that results from a Saturday and Sunday where we genuinely disconnect from work. Burnout  is the hardest one because, by definition, burnout is when it’s over. Burnout should only be applied to those that have already quit…when there’s not more that we can do. Leaders, how can we do a better job helping our workforce clearly tell us what they’re experiencing and creating a safe space for them to do so? That way, we’re not dealing with some ominous, all-inclusive term for being disengaged. I even think that the very worst thing we could do is give our employees more freedom and flexibility in their hours. Assuming a healthy work environment, this creates more distance from being around real people. Most of us don’t need more flexibility as the answer to our fatigue,  we need more inspiring leadership! We need to be in-tune with our higher purpose and why we work. We need the social, daily interactions with other healthy team members where we feel like we’re contributing.  We need to raise the bar for our tired and fatigued workforce…not lower it.    Here are a few more suggestions for you to manage this in your own life, and then to help you better lead those that work with you.   First,  identify what you’re actually feeling. Not just the stage (tired, fatigued, exhausted, approaching burnout) but to rate the severity of it. On a scale of 1-10, 10 being the worst, are you a 7 on the tired scale or a 10 trending toward fatigue? Then, you can situationally approach some solutions.    Tired? Get a good night’s rest. Fatigued? Find the spaces, people and/or projects that energize you. And then do more of that. That might be to schedule a walk every day. It may mean you take a bike ride every morning or you spend more uninterrupted time, thinking creatively and technically about the problems you’re working on. This way you can do the deeper work that really fills your soul!   (Opposed to frequently answering emails to empty your inbox, though satisfying, it is not long lasting).   And if you find yourself in a space of fatigue.  What does it look like for you to rest?  How’s your diet? What about your spiritual/religious life? Are you mindful? Are you engaged with your purpose in life? Perhaps you need to volunteer somewhere…soon. Wherever you find yourself, adjust accordingly.   Another component of fatigue, one often missed, is  loneliness . Loneliness is just as dangerous for us as poor eating or sleeping habits. We are social creatures. No way around it. And many times, when we feel fatigue, we don’t realize that we’re experiencing disconnection from other people. We’ve been working too many hours and not cultivating deeper relationships. We’ve been working efficiently on zoom and with flexible hours, but not interacting with other people and building relationships.    Lastly, consider budgeting your time . Wherever you are on the scales of tired to approaching exhaustion, you need to plan. Think of it exactly as you budget your finances. A budget is simply a plan of how to spend and invest your money wisely. Do you have a budget for your time? Do you budget rest? Do you budget relational time with others? If not, that could be the very deficit you are facing, one that is manageable. We just have to trust that the benefits, which won’t always seem as beneficial as another hour of work, are worth it and necessary. And they will play into our long-term health and energy levels.    Do you find yourself constantly having to rest from your work, as if work is the thing to escape? What would it look life for you to work out of your rest?

The Courage to Stand: Transforming Fear into Love in Everyday Moments "There are only two emotions: love and fear." These profound words from Elisabeth Kübler-Ross capture a fundamental truth about human behavior. In every moment, we're operating from one of these two emotional states. But here's what fascinates me - we demonstrate which emotion is driving us not through grand gestures, but through small, everyday choices. I call these "stand-up moments" - those brief windows where we must choose between being a bystander or an upstander when our values are challenged. Picture this: You're in a meeting when a colleague makes a subtly dismissive comment about another team member who isn't present. Your stomach tightens. You know it isn't right, but speaking up feels uncomfortable. In that moment, fear whispers: "Stay quiet. Don't rock the boat. It's not your problem." Love whispers back: "Speak up. Everyone deserves to be treated with respect. This is how cultures erode - through silence." As Rollo May beautifully articulates: "The word courage comes from the same stem as the French word couer , meaning 'heart.' Thus just as one's heart, by pumping blood to one's arms, legs, and brain enables all the other physical organs to function, so courage makes possible all the psychological virtues." Here are three practical ways to build your "courage muscles" and become an upstander : Name Your Values: Before you can stand up for what matters, you need absolute clarity on what matters to you. Write down your core values. Post them where you'll see them daily. When you witness behavior that violates these values, you'll feel it viscerally. Start Small: Don't wait for the big moments. Practice speaking up in low-stakes situations. Challenge that inappropriate joke. Question that unfair process. Each small act of courage builds your capacity for larger ones. Focus on Service: When fear arises, shift your focus from self-protection to service. Ask yourself: "Who needs my voice right now? What could my silence cost others?" This perspective shift often provides the emotional fuel needed to take action. Remember - being an upstander isn't about being confrontational. It's about being constructively courageous. Sometimes it's as simple as saying, "I see things differently" or "Could you help me understand what you mean by that?" The truth is, every time we choose to be an upstander rather than a bystander , we're choosing love over fear. We're choosing to believe that our voice matters, that positive change is possible, and that people are worth standing up for. As May reminds us, "Without courage, other values wither away into mere facsimiles of virtue." Our values aren't what we claim they are - they're what we demonstrate through our actions, especially in those small, uncomfortable moments. What stand-up moment are you facing today? Remember, courage isn't about being fearless - it's about feeling the fear and choosing love anyway. The world needs more upstanders . Will you be one of them?

Understanding Human Motivation and Behavior What's Under the Hood? Think about what makes a car mechanic successful. They need to know not just what's under the hood, but how it all works together to create a smooth-running, efficient machine. The same is true for organizational leaders. To effectively lead and inspire others, we must understand the intricacies of human motivation and behavior. Just as a mechanic draws on their knowledge of physics, engineering, and materials science, effective leaders must draw on insights from neuroscience, psychology, and the study of basic human needs. We need to understand how the human brain works, what drives people's behavior, and what creates an environment where people can thrive. The Amygdala Consider the amygdala, the part of our brain responsible for processing emotions and triggering fear-based responses to new or unexpected stimuli. In the workplace, this might manifest as someone feeling threatened or anxious when left off an email chain or assuming negative intent behind a colleague's actions. As leaders, it's our job to help our team members transform these fear-based responses into a more positive, proactive mindset focused on growth, connection, and service to others. The Story of FAVI A French brass auto parts foundry, illustrates the power of this approach. When CEO Jean-François Zobrist took the reins in 1983, he made a radical decision to trust his employees and give them full autonomy. He organized the company into self-managed "mini-factories," each responsible for serving a specific customer. There were no time clocks, no quotas, and no managers. Just a shared commitment to doing what was best for the customer and for each other. Here is how Zobrist tells the story, "I came in the day after I became CEO, and gathered the people. I told them, 'Tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don't pay you. They do. Every customer has its own factory now. You do what is needed for the customer.'" The results were astounding. FAVI reduced prices by an average of 3% per year, maintained a 50% market share despite fierce competition, and hasn't shipped a late order in over 25 years. Zobrist's trust in his people and his belief in their inherent desire to do good work created a culture of accountability, innovation, and shared success. The lesson here is clear: our assumptions about human nature and motivation directly shape our leadership practices and the culture of our organizations. When we assume the best of people and create an environment that meets their core needs for autonomy, mastery, and purpose, we unlock their full potential and create a more resilient, adaptable organization. Practical Steps & Questions To Consider: Reflect on your own assumptions about human motivation. Do you tend to assume the best or worst of people? Examine your organization's policies and practices. Do they reflect trust in your team members or a need for control? Consider ways to give your team more autonomy and ownership over their work. How can you inspire them in their role and the greater organizational mission they are a part of? How can you empower them to make decisions and take responsibility for outcomes? So, as you navigate the complex world of leadership, remember to look under the hood. Seek to understand what drives human behavior, cultivate a deep empathy for your team members' experiences, and create a culture that brings out the best in everyone. The road ahead may be winding, but with this approach, you'll be sure to enjoy the ride.

The Balance Sheet Of Leadership "The most important thing in communication is hearing what isn't said." ~Peter Drucker Imagine running a business without a balanced budget. It would be like trying to navigate a ship without a compass - directionless and destined for trouble. Yet, when it comes to leading and developing people, we often take an unbalanced approach, focusing solely on either strengths or weaknesses. But what if we treated our leadership like a balance sheet, where both assets and liabilities are crucial for a true and healthy picture? In financial terms, assets represent what's working well - the resources and strengths that contribute to success. In leadership, these are akin to grace - recognizing effort, celebrating achievements, acknowledging potential and effort. Liabilities, on the other hand, represent areas for improvement or challenges to address. In leadership, this parallels candor - honest feedback about shortcomings and areas for growth. Just as a financial statement requires both assets and liabilities for accuracy, effective leadership demands a balance of grace and candor. Grace and Candor as Assets and Liabilities Grace-Only Leadership (All Assets, No Liabilities): A leader who focuses solely on positivity and encouragement might create a warm, friendly environment. But without addressing areas for improvement, this approach can lead to complacency and stagnation. It's like a company that only looks at its revenue without considering its debts - a recipe for trouble and sustainability. Candor-Only Leadership (All Liabilities, No Assets): Conversely, a leader who only points out flaws and areas for improvement, without recognizing strengths and efforts, can create a demoralizing, fear-based culture. This is akin to a company obsessing over its debts without acknowledging its valuable assets - a path to demotivation and potential bankruptcy of spirit. Balanced Leadership (Assets and Liabilities in Harmony): A leader who balances grace and candor creates a culture of growth, trust, and continuous improvement. They recognize strengths (assets) while also addressing areas for development (liabilities). This approach fosters psychological safety, where team members feel valued for their contributions yet are also challenged to grow. Perhaps even more importantly, this approach fosters inspiration and great engagement for people. Visionary leaders keep a compelling future of what can be out in front of their current reality (where we are both in liabilities and assets) that pulls their organization forward (read more about Creative Tension here). So, how can we achieve this balance in our leadership? Here are some practical steps: Regular "Balance Sheet" Reviews: Schedule regular individual and team discussions where you discuss both strengths and areas for improvement. This ensures a balanced perspective. Don’t let the strengths, breakthroughs and wins get skipped or skimped. There is a human tendency to downplay these and want to just focus on the “real” stuff, by which we tend to mean the bad stuff that needs to be fixed. Use the "Yes, And" Approach: When giving feedback, acknowledge the positive ("Yes, your report was thorough") and add the area for growth ("And, it could be more impactful with a clear executive summary"). Create a Culture of Reciprocal Feedback: Encourage team members to provide feedback to you and each other. This normalizes the give-and-take of both positive and constructive input. Celebrate Growth, Not Just Achievement: Recognize not just end results, but also effort and progress. This balances the focus between current assets and the reduction of liabilities. Practice Self-Reflection: Regularly assess your own leadership "balance sheet." Are you leaning too heavily on grace or candor? Remember, just as a healthy financial statement shows both assets and liabilities, a healthy leadership approach embraces both grace and candor. It's not about sugarcoating or harsh criticism, but about painting a complete, honest, and supportive picture that promotes growth. My Challenge To You Take a moment to reflect on your leadership "balance sheet." Are you accounting for both assets and liabilities in your interactions with your team? Are you creating an environment where both strengths are celebrated and weaknesses are addressed constructively? By striking this balance, you'll not only develop more resilient, growth-oriented team members, but you'll also create a culture where people are committed to self-improvement, open to giving and receiving coaching, and feel psychologically safe to take risks and innovate. In the end, balanced leadership, like a balanced budget, is the key to long-term success and sustainability. It's time to make sure your leadership accounting is in order.

In this episode of Transform Your Workplace, host Brandon Laws explores the transformative power of purpose with CEO Coach Brad Zimmerman. Brad draws insights from his recently-published book, The Great Engagement, delving into topics such as vulnerability, effective leadership coaching, and the crucial role of emotions in the workplace. This episode provides valuable insights into cultivating an exceptional workplace culture by aligning individual aspirations with a shared organizational purpose.

Thank you, James Lenhoff, Founder of Wealthquest for Inviting Our Co-Founders (Thomas Willis and Brad Zimmerman) on Invest in your Life Podcast. In this episode Brad and Tom shares their views on helping cultures-particularly in the corporate setting-move from fear, to love. How do we actually create environments where we move away from fear, our natural tendency, and aim towards love?

Thank you, Tanya Sheckley, Host of Rebel Educator for Inviting Our Co-Founder (Thomas Willis) on Rebel Educator Podcast. Join us for this wonderful conversation about the essential skills school leaders need to be effective, empathetic, and supportive leaders who create a community that supports growth. #podcastguest #leadership #podcast #thankyou

Thank you, Paula Eddy-Wilcox, Director of On Point Leadership for Inviting Our Co-Founder (Thomas Willis) on the Game of Leadership podcast. Tom had a great discussion on culture, confidence, calling, chance, greatness and so much more. #podcastguest #leadership #podcast #thankyou

Thank you, Paula Eddy-Wilcox, Director of On Point Leadership for Inviting Our Co-Founder (Thomas Willis) on the Game of Leadership podcast. Tom had a great discussion on leadership, coaching and management and how that relates to the culture you are creating . #podcastguest #leadership #podcast #thankyou

Thank you, Paula Eddy-Wilcox, Director of On Point Leadership for Inviting Our Co-Founder (Thomas Willis) on the Game of Leadership podcast. Tom had an insightful discussion on the topic of "Just keep going and keep pushing forward, and never lose sight of your dreams and aspirations." #podcastguest #leadership #podcast #thankyou

Thank you, Keith Baldwin and Jordanna Cheifetz, Hosts of The Self Belief Podcast for Inviting Our Co-Founder (Thomas Willis) on The Self Belief Podcast podcast. Listen to Tom shares lots of great insights that you can use in your day to day lives.

Thank you, Kristen Bakalar and Terry Whitaker, Hosts of Leadership Bites for Inviting Our Co-Founder (Thomas Willis) on Leadership Bites podcast. Tom had an insightful discussion on the company's culture, the breakdown of a senior leader's responsibilities, the etymology of the words accountable and busy, and how to use the word 'no' in a way that is more beneficial to our teams, ourselves, and our companies. #podcastguest #leadership #podcast #thankyou