NEWSLETTER
Dear Change Leader, “I need to protect my team from all this chaos,” Priya told me during a recent coaching session. As CEO of a growing company, she’d been absorbing every shock from the organization’s turbulent environment — shielding her directors and managers from the worst of the uncertainty. She meant well. But when I asked how her team was
Setting Your Change Initiative Up for Success Dear Change Leader, “We don’t have time to plan—we need to act now!” If you’ve felt this pressure, you’re in good company. The urgency to launch, to show progress, to respond to mounting demands—it’s real. Unfortunately, it’s often exactly what derails change before it has a chance to succeed. Most change initiatives
Dear Change Leader, Janus, the Roman god of doorways and transitions, possessed something most gods lacked: two faces, looking in opposite directions. One gazed backward, at the path traveled. The other looked forward, toward the road ahead. The Romans weren’t being whimsical. They understood something essential about transitions: you can’t move forward well without first looking back honestly. And
Leading with presence when you don’t have all the solutions Dear Change Leader, “I need to have the answer before I can talk to my team,” Jennifer said during a recent call. As a senior leader, she’d been dealing with shifting customer demands and three rounds of budget revisions in the past six months. Each new challenge brought questions
The Transparency Paradox Every Leader Faces Dear Change Leader, “I can’t tell them the whole truth,” Marcus said quietly. As Executive Director of a regional nonprofit, he’d been carrying difficult news for three months—uncertain funding, potential program and staff cuts, strategic questions about the organization’s future. “If my team knows how serious this is, they’ll leave before I’m ready. If
Dear Change Leader, “I thought being steady meant staying still,” Marcus told me during our coaching session last month. As the newly promoted Director of a fast-growing tech startup, Marcus had been trying to project unwavering confidence and consistency. He believed that good leadership meant being the organization’s anchor—solid, immovable, predictable. But the more he tried to hold everything steady,