January Insights

I consume a lot of information from podcasts and even more reading. Whether it's books about business, workplace and industry trends, biographies, or fiction, I uncover valuable insights across a range of topics capturing key takeaways through screenshots or notes, compiling them into one large electronic file.

Over time, these snippets have revealed meaningful connections in areas I care about most: leadership, company culture, business strategy, and personal/professional development. Revisiting them sparks ideas, helps me tackle challenges, and reflect on past solutions.

In this space, I share insights from diverse sources that have shaped my perspective as a leader, colleague/partner, coach, and founder.

“Trustworthiness can’t be judged in one interaction. It has to be observed over time.”  Adam Grant, Professor.

The most successful leaders I know work at building trust every day in multiple ways. You see it in clear and consistent communications, in thoughtful, effective, feedback to team members, and in keeping commitments. Those who lead with a high level of transparency and reliability earn their team’s trust over time.

“The world is messy. There are ambiguities. People who do really good stuff have flaws.”  Barack Obama, President

Part of a leader’s role is assessing team members. But assessment is a two-way street in that employees are continually assessing their leaders based on their actions. When flaws inevitably surface on either side, the assessments can sometimes be harsh, potentially relationship ending. But what if giving some grace or asking for some grace in such situations provided a better outcome? Absent a fatal flaw, grace can foster resilience, giving space to deeper understanding and strengthened relationships.

“Where your fear is, there your task is.” Carl Jung, Psychologist

Organization-wide restructures, understanding a new and disruptive technology’s impact to your business, having difficult 1:1 conversations with underperformers…these are real fears real leaders have. Ignoring them almost always prolongs and worsens challenges. The most effective leaders acknowledge their concerns, acting timely and bravely. They do the work to first understand the situation, consulting their partners and other valued resources, and then they develop a plan to execute.

“When you’re growing as a person, it’s normal to feel a little lonely and disconnected. It’s a sign that you’re detaching from old relationships and old patterns, and becoming more deeply connected to your true self.”  Mel Robbins, The Mel Robbins Podcast

Whether it’s a promotion that elevates you from the comfortable, day-to-day connections with your peer friends, or relocating for a new job, the aftermath of choices like these can leave a person feeling isolated. It also provides a space to learn about yourself and grow. The adjustment period is often a gift.

“Be humble after but not during the action.” Ernest Hemingway, Writer

In times of crisis, many leaders will step up to take charge, leading with confidence. Afterwards, the most effective leaders give thanks and credit where it’s due. They acknowledge the person who bravely brought forth the problem, the team member who maintained morale throughout, and those who collaborated to find solutions. Showing appreciation and humility post-crisis fosters a culture of teamwork and mutual respect.

And here’s some pure gold from the author of Culture Code, Daniel Coyle. This one needs no comment.

“One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together.” 

Finally, special recognition to Marge Carter who often said, “You’ve got to make your own fun.” I’ve found this to be wise and true and appropriate in most any situation. Thanks, Mom. <3