Professional Development

Most conversations about integrity focus on big, visible choices. But there's a quieter kind of integrity gap — one built entirely from small, well-intentioned commitments you made and didn't follow through on. Here's how to recognize it and close it.

Leadership wisdom doesn't only come from business books and management frameworks. Here are three lessons drawn from Dr. Joel A. Davis Brown's research into LGBTQ+ community values — and what they reveal about what people want most from their leaders.

Even after years of studying difficult conversations, I still don’t like having them.

I was in a meeting where we were discussing something big and broad. Exploring possibilities, or at least that was the intention. Then one person said, "If we do this, here's what I think we should do." And that was it. The next 45 minutes were a debate about their idea. Not about whether we fu

I was in a meeting a few months back when a senior leader started questioning everything about a project. Every question landed on the project lead like an accusation, and every answer came back a little more defensive, a little more animated. He was trying to prove the team had thought of everythin

Many managers want to empower their teams, but in practice, they end up becoming the answer machine.

There’s a moment many managers know well. You rehearse a difficult conversation over and over in your head, promising yourself you’ll finally address the issue this week. But when the moment comes, you hesitate.

A few weeks ago, I was working on a tricky email to a client. Something about it wasn't sitting right, so I dropped my draft into an AI tool and asked it to make the message clearer. Within seconds, I had a polished version back. Clean, professional, totally usable.

A few months ago, a team lead I work with told me her best performer had just given notice. She was stunned. The workload was reasonable. There was no big crisis. The person had been steady, capable, the one everyone leaned on.

Years ago, Jay Abbasi was a top performer at SolarCity. His manager quit, publicly and unexpectedly, and the next thing Jay heard was his director telling him that he'd be the new manager. He went home that night carrying it like a promise. The next morning, the VP called him in and told him th

As a manager, some decisions can feel impossible. Should you hire a new team member or not? Implement a new software system or stick with what you have? Restructure your team or leave things as they are? It’s easy to get stuck weighing only two options, but this is often the “either/or trap.” Comple

There’s a moment most managers recognize, even if they don’t always know what to do with it.