Here’s the truth: what made you a great team leader won’t carry you at this level. When you’re leading leaders, your role shifts from driving results to developing people who drive results. It’s less about getting things done and more about building the people who build the business.

In most corporations, leadership is structured around functions like marketing, finance, and HR, and business units, like sales or operations. There may also be overlays for geography or client type. It’s neat. It’s logical. Everyone has clear goals. This all makes sense. But it doesn't make magic.

By nature, feedback is created through the lens of the person giving it. That doesn’t make it bad but it does mean we should pause and ask “is this something I want to take on?”

You don’t have to sit around waiting for better communication to magically appear. You can manage up — and actually make your life a whole lot easier in the process. Let’s talk about how.

It looks like ambition. It sounds like drive. But it feels like restlessness. Disconnection. Emptiness. When Achievement Becomes Addiction The hidden toll of chasing success—and how to break the cycle before it breaks you.

Middle managers hold one of the most complex roles in any organization. They’re expected to execute strategy, manage teams, develop people, drive results, and keep senior leaders happy—all at once. It’s no wonder many of them feel squeezed in the middle. It's like a game of tug-of-war...but you're the rope. In my work coaching leaders, I’ve noticed three consistent challenges that show up again and again for managers at this level. Here's what you need to know.

Your company just got acquired. Now what? If you’re a leader, you’re probably being asked to “rally the team” while you’re still figuring out where you stand. It’s confusing. It’s emotional. And the stakes feel high. This isn’t just a business transition—it’s a human one. Here’s how to lead your team through an acquisition with clarity, compassion, and credibility (even if you don’t have all the answers).

Tips for organizations transitioning to or back to office-based work.

A few signs your workplace is triggering your DNA and what you can do to cope.

There are many pitfalls I see over and over when it comes to the annual planning cycle. What can be done?