Navigating Organizational Change: The Nemawashi Approach
Most organizational change initiatives fail. Not because the strategy was wrong. Not because the resources were inadequate. Because the change was announced before it was understood, decided before it was built, and implemented before it was owned. The most effective approach to …
Leadership Conflict Management: Relinquishing the Need to Please
Most leaders avoid conflict. They soften the message, delay the conversation, let the tension accumulate, and rationalize the avoidance as thoughtfulness, timing, or respect for the relationship. Then the problem grows until it can no longer be ignored, and the conversation that …
Management Debt: Reclaiming Ownership in Leadership
You are doing work your team should be doing. You know this. You tell yourself you will delegate when you have time to delegate. But you never have time to delegate, because you are too busy doing work your team should be …
Managing Up: Fixing the Employee-Manager Relationship
Managing up is one of those phrases that sounds strategic and feels uncomfortable. For many managers, it conjures images of political maneuvering, impression management, or flattering people above you in the hierarchy. That discomfort is understandable — and it points to exactly …
Mastering 1:1 Meetings: From Administrative Burden to Leadership Alignment
The 1-on-1 meeting is the highest-leverage recurring management activity. Done well, it is the primary mechanism through which managers build trust, surface problems early, develop their people, and align individual performance with team priorities. Done poorly — and most 1-on-1s are done …
Active Listening for Managers: Bridging the Identity Gap
Active listening is on every manager development curriculum. It is described as a soft skill — something good managers do to build rapport and make their team members feel heard. That framing is correct as far as it goes. But it undersells …
Beyond the Vague “Hi”: Mastering Intent-Driven Managerial Communication
You have probably sent this message. Or received it. A colleague’s name in the chat bar, followed by: “Hi.” Nothing else. Just: “Hi.” And you know what happened next. Even before you typed back, something tightened. What does this person want? Is …
What is the root cause of executive career dissatisfaction?
You are by any objective measure successful. Senior title, respected organization, good compensation, talented team. And yet, at some point in your day — or every day — you feel a pull toward something else. Not quite burnout. Not quite boredom. Something …
Entering a New Leadership Role: The Identity-Aligned Mapping Process
The first 90 days in a new leadership role are the most consequential of any leader’s tenure. Research consistently shows that how a leader enters a role — the relationships they build, the moves they make or avoid, the identity they project …
Executive Coaching: A Strategic Guide to Selecting Your Leadership Partner
The executive coaching market has no barrier to entry. Anyone can call themselves a coach. Fees range from a few hundred dollars an hour to tens of thousands per month. Methodologies vary from cognitive behavioral therapy-adjacent models to spiritual frameworks to pure …
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