When a leader gains a deep understanding of their patterns, assumptions, and the stories they tell themselves, they unlock choices they didn’t realize they had.

The teams with the highest individual talent often deliver the most inconsistent results.

One of the biggest differentiators between good and great leaders isn’t how much they know—it’s how consistently they act with purpose.

Many leaders default to being "nice" rather than effective. This well-intentioned approach carries significant costs. When we avoid necessary conversations, we create relationships that are neither authentic nor constructive. Teams lose the diversity of thinking that's critical for innovation, and organizations make compromises with the loudest voice in the room rather than the best ideas.

We've been told that authenticity is about expressing our true selves. But in reality, unedited behavior, especially under stress, can often derail careers, damage relationships, and erode trust.

Leaders want to build a more resilient organization. Leadership teams are working on becoming more resilient. But here's what I've noticed: most leaders are operating from a skewed perspective of resilience, and it's limiting their potential in ways they may not realize.