Recently, I had the pleasure of consulting with a seasoned nonprofit Executive Director who was grappling with a particularly messy challenge. During our 3-hour session, I took notes and sketched diagrams as she talked, helping her untangle the complexities in her mind. By the end, we had identified key areas for organizational strengthening, clarified her evolving role, and outlined necessary funding strategies. She left feeling grounded and confident about the future, a common outcome of my consulting sessions. If you’re facing a similar challenge, book a confidential session with me to find your own path forward.

The term “managing up” has different meanings to many people. Most leaders tell me that they wish their staff were more skillful at managing up. Almost every leader tells their team that the skill of managing up is desirable. But in my experience, almost no one knows what exactly they are being asked to do. Many leaders don’t have the focus, time, or even skillfulness to communicate how you can best be helpful to them when it comes to managing up.

Are you an interrupter? I know I am. I get really excited about my own thoughts, the connections that I make between what someone else is saying and what I’m thinking. I love a fast-paced conversation where everyone is engaged and rifting off ideas.  But, guess what. That kind of energy doesn’t work for everyone and certainly doesn’t work in every situation. Often it is interpreted as taking up too much space in the conversation. Here’s what you can do instead.

The act of gossiping is a pretty neutral activity. It is the intention behind gossip that makes it a positive or negative. For instance, sometimes it is through gossip that communities are spurred into action to help out someone in need. Through gossip we can learn about ourselves, our values, and what choices or actions we might take. But when gossip is used to manipulate a situation or circumstances it can have a very negative impact on lives, relationships, and workplace culture.

One of the least discussed aspects of leadership is what to do when you’re asked unanswerable questions. How can you answer with honesty and integrity while continuing to build trust and maintain employee or team engagement?

Holding space is one of the most important skills for managers who want to develop the skillfulness of their staff. It is nuanced, requires practice, and also requires a significant level of self-awareness.

To successfully manage people, you must actually know some really great questions. When you are able to ask great questions, people become motivated and empowered by sharing their ideas and knowledge. Here are 7 ways you can activate problem solving in others right now.

As a coach, I am aware that there is a belief that self-discovery and growth is “women’s work.” But I’m seeing a shift. The last six clients who’ve come to me are men seeking to learn more about how they show up under stress and how it impacts their team and ultimately the achievement of their business goals. I’m so honored that these men decided to trust me to walk with them through this journey. I love how open they are to the idea that the quickest way to move the dial toward better business success is to take a look at what you can control, shift, and how you intentionally show up and lead.

Being clear with people about boundaries and what is needed (both personally and at work) is empowering them to be successful. Evidence shows hinting, and hoping people take hints, is highly ineffective. With hinting you actually take away the opportunity for others to show up effectively, while disempowering yourself by increasing your opportunity for anger and resentment.