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What You'll Learn:   How effective leaders respond to crisis with courage while acknowledging fear  Historical examples of leaders who faced seemingly insurmountable challenges  Techniques for cultivating personal courage under pressure  Strategies for fostering courage throughout your organization  The role of unity and purpose as foundations for courageous action  ... and how is Anxiety helpful? The Coronavirus Pandemic gives many of us reasons to be afraid. Some of us fear social isolation. Some of us fear a loss of income. Or maybe you and your team are on the front lines of this fight and risk direct, repeated exposure to the virus? Fear in these situations is natural and appropriate, but if we allow fear to spin out of control or to turn to panic then we will lose the fight before it begins. Churchill, King, Kennedy, and Eisenhower are but a few leaders who are remembered for their courage in the face of insurmountable odds. Following their example, as leaders, we must respond with the strongest antidote to fear: Courage . We are called to muster personal courage and to help foster courage in those we work with. How will you help your team and community with their fears? Please join us as we discuss that question and many others. We will be hosting a few webinars to provide food for thought, a chance to brainstorm, and a chance to share ideas about what can be done to encourage your teams & others in your life. We want to keep this interactive, so we will spend ~10 minutes sharing some practical leadership insights and then open the floor for questions and an exchange of ideas. In order to keep it interactive, each session will be limited to 10 participants. Join Us for a Leadership Chat March 24, 2020 at 11:30am EST (8:30am PST) - Session full March 26, 2020 at 2:30pm EST (11:30am PST) - Session full March 27, 2020 at 12pm EST (9am PST) - Session full March 30, 2020 at 1pm EST (10am PST) - Session full March 30, 2020 at 2:30pm EST (11:30am PST) - Session full And we invite you to review these ideas before the webinar: 4 Tips for Effective Virtual Meetings What Lessons are to be learned from our history about Anxiety? ~ Brad Zimmerman History teaches us that as a people, we always land on our feet. About 15 years ago, I was in a complete panic. At the time I labeled it “anxiety,” but it was panic. Business was in trouble, revenues were too low to sustain the lifestyle my wife and I had, and there were no new business prospects in sight. I was panicking. I went to my psychologist for help dealing with the mental state I was in, and he said something to me that I hold on to till this day and shall never forget. The conversation went something like this: How many times have you missed a house payment? When have you been unable to provide clothes for your kids? Been unable to afford food? Been unable to pay your bills? My answers to all the above questions was “never.” He then said, “History is a good predictor of the future. And your history demonstrates that Brad Zimmerman always lands on his feet.” It strikes me that the same thing can be said for The American People. We always land on our feet. As I look back on recent American History, I realize that each decade held their own panic inducing events: The 40s: World War II The 50s: Polio, nuclear war with Russia The 60s: The Vietnam War, generational wars over social beliefs, recreational drug epidemics, campus protests The 70s: Political upheaval, rampant inflation, 17% interest rates The 80s: Tehran Hostage Crisis, Chernobyl meltdown, stock market crash The 90s: Columbine shooting, more global wars, pandemics, the “Y2K” scare The 2000s: 9/11, domestic terrorism, the Great Recession, a world-wide threat of financial meltdown The 2010s: Continued global financial crisis and global recession, global warming, divisive political polarization In the face of each of these crisis’s, as a people, we have found a way to land on our feet. After an initial panic, in some cases longer lasting than others, we mustered the courage, ingenuity and hard work to do what needed to be done. We will do the same in the face of the Coronavirus Pandemic. We have little time to waste, however. This virus will get ahead of us if we do not act quickly. In short, we have no time to wallow in self-pity, drama, and panic. That includes blame. No time for blame; we must unite, put our differences to the side and go to work for the greater good; the good of our people and our society. To be a beacon of unity, a force for healing, an encouraging source of leadership that calls us as a people to step up. Because step up, we must. We must encourage our people, that is, we must help foster courage . George Bernard Shaw gives us a great example of living for a larger purpose that is the seed bed of courage vs. living in the dark shadow of self-pity and fear: This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy. I am of the opinion that my life belongs to the whole community, and as long as I live it is my privilege to do for it whatever I can. Our job as leaders is to help people see the “purpose recognized by themselves as a mighty one”… to support them in being a force of nature. I believe in the resilience of the human spirit and in the ability of all of us to step up. We only need to remember our higher purpose, then remind those around us of their higher purpose. If we are united with one another in the service of our fellow man, I am confident we will step up… and land on our feet! Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why traditional approaches to accountability often fail  How to reframe accountability as objective measurement rather than blame  The connection between commitment and accountability  Practical approaches to supportive accountability  How to create a culture where people embrace being accountable  Accountability is a key ingredient to the success of any organization. Why, then, does there seem to be such a widespread absence of accountability in the modern workplace? “Managers don’t hold people accountable here.” “If only people around here were more accountable for results.” We often hear these common complaints from both organizational leaders and staff. So, what then is behind this apparent absence of accountability? A large part of the answer lies in the frequent misunderstanding of the word “accountable” and the concept itself. Accountability is often equated with blame when things go wrong. The statement that “someone needs to be held accountable” is typically used to suggest that someone should be fired. Yet, equating accountability with blame and subjecting people to negative feedback that undermines their sense of pride in their work is counterproductive. In fact, recent studies suggest that performance reviews that mainly focus on blame are de-motivational. Productivity has been shown to suffer for months after this type of review. This explains why people dread reviews and why many managers avoid giving them. Another factor that leads to a lack of accountability is the perception that “they” aren’t being held accountable. Accountability seems to be something that others are lacking. It is rare indeed that an individual thinks that they are the one who lacks accountability. It is easier to focus on others in the “blame game,” rather than themselves. So, what can leaders do to shift accountability from being a negative term to something that’s more productive and positive? The root of the word “account” gives us the first clue. Accountability simply involves keeping an account of results produced compared to results promised. That is it. It is the basic act of clearly stating actual performance. Nothing more. In order to do this, there must be clearly agreed-upon KPIs that measure a person’s effectiveness in their job. Reviewing an account of actual performance compared to promised performance can reveal if a person is succeeding in some areas and failing in others. The approach is straightforward; there is no blame, and there are no excuses. It’s an objective assessment of the promises a person has made. This helps to set the stage for developing a plan to improve performance; a review can become an opportunity for a coaching discussion rather than a confrontation. And, while you can have a system of rewards (for better-than-promised performance) and consequences (for worse-than-promised performance) to reinforce accountability, such a system by itself will not bring true accountability about. This is where the concept of supportive accountability comes in. With this approach, you’re not just supporting the person—you’re supporting their commitment to their goals. You’re taking the time to help them define what they wish to achieve and guiding them along the way. When leadership engenders this level of commitment from and within their people, individuals will naturally embrace being held accountable for results. Shaming people into improving simply doesn’t work. Instead, management can serve as a natural support system for helping people to define and achieve their goals. They will feel more motivated to fulfill the promises they’ve made, and they’ll know that having someone hold them accountable is a good way to support their personal success. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You Will Learn Why poor listening is the root cause of most communication issues  Four practical techniques to immediately improve your listening skills  How to create space for others to fully express themselves  Ways to notice and manage your own opinions while listening  The impact of effective listening on team collaboration and trust    Virtually every client over the past 25 years has listed “communication” as one of their organization’s key shortcomings. So why is this issue so pervasive? Are not enough people talking? Are not enough emails being sent? Not at all. The biggest barrier to communication is that we as a species do a really poor job of listening. We tend to engage in competitive monologues, where, instead of listening to understand the other person’s point of view, we are thinking about our response and waiting patiently (or not so patiently) for the other person to finish so we can tell them what we think. We listen to our own thoughts instead of paying attention to the other person. Even if you are a good listener, chances are you could improve. I rarely meet anyone who could not be a better listener, myself included (just ask my wife!) Try these four techniques, and see if your communication and collaboration improve. 1) When gathering information, ask open ended questions. Most of the time, when we ask a question, we’re simply inviting the other person to vote on our opinion. Statements like, “Don’t you think we should hire that new vendor?” or “Do you think our strategy is sound?” bias the other person and shut down the opportunity for dialogue. Instead, try suspending your opinion for a moment, by asking truly open-ended questions like these: “What do you think about that new vendor?” “How effective do you think our strategy will be?” 2) Once you have asked an open ended question, wait. Count to 20. Repeat the question in your head. Do anything but talk, to let the person process your question. If a question is worth asking, it’s worth waiting for the answer. During the uncomfortable silence between asking and answering a question, we often fill the gap with multiple choice options, jokes or meaningless additional words. Especially if you’ve asked a question the other person hasn’t thought about before or that requires a creative response, it’s crucial to patiently wait for an answer. 3) While listening, notice that you have an opinion.  By the time we hear the first sentence or half sentence of the other person’s response, we often begin formulating our next response. By listening to our own thoughts, we block out what the other person is saying. This is not only disrespectful, but it also denies us the other person’s insight. Instead, try noticing when you are listening to your own thoughts instead of the other person, then let the voice in your head repeat every word the other person has said. That way, you are more likely to absorb and confirm what you have heard. 4) Practice reflective listening. Once you have listened, repeat the other person’s words back to them to confirm that you’ve received what they intended to tell you. A statement like, “Here’s what I heard you say,” accomplishes three things: It sends the other person a signal that you’ve been listening. It builds the relationship by suggesting that you are interested in the other person and their thoughts. It confirms that you did or did not understand what they meant, and invites clarification. Would you like to be a better listener? We're listening. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

The Secret to Being an Effective Leader of People "The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible."   - Dwight D. Eisenhower What You'll Learn Why the traditional concept of "managing people" creates friction and disengagement How shifting to "managing promises" transforms team dynamics and results The five essential elements of an effective promise Why giving permission to say "no" paradoxically improves accountability Practical steps to implement a promise management system How promise-based management naturally creates a culture of integrity Real-world examples of organizations that achieved remarkable results through this approach But here's the truth: The problem isn't management itself—it's how we've misunderstood what management actually is. Effective leaders need management as a critical tool in their toolkit. The issue arises when we mistakenly believe we can "manage people" rather than understanding what we actually can and should manage: the promises and commitments we make to each other. When's the last time you heard someone say they love being "managed"? If you're like most leaders, the answer is probably never. That's because deep down, none of us wants to be managed. We want to be inspired, empowered, and trusted—but not managed. In a word, we want to be  empowered! Yet organizations everywhere continue to use the term "people management" as if humans were assets to be controlled like inventory or equipment. This fundamental misunderstanding creates unnecessary friction and disengagement in our teams. The Prison Warden Problem Unless you're a prison warden, you cannot manage people. Full stop. You can influence them, inspire them, coach them, and support them—but you cannot control their actions or decisions. The moment we believe we can "manage people," we set ourselves up for frustration and failure. What we  can  manage, however, are the promises and commitments we make to each other. This subtle but profound shift in thinking transforms how we approach leadership and creates a culture of integrity where people genuinely want to contribute. From Management to Promise-Keeping When we replace the concept of "managing people" with "managing promises," several powerful things happen: Respect becomes the foundation . We acknowledge others as autonomous human beings with agency and choice, not resources to be directed. Clarity improves dramatically . Vague expectations become specific, time-bound commitments that everyone understands. Accountability becomes supportive, not punitive . When someone makes a promise freely, they're intrinsically motivated to keep it. Trust flourishes . A culture of promise-keeping builds confidence in each other's words and intentions. The Anatomy of an Effective Promise Not all promises are created equal. For promises to be effective management tools, they need these key elements: Specificity : "I'll look into it" isn't a promise. "I'll have the report on your desk by 4pm Wednesday" is. Mutual agreement : Both parties must explicitly agree to what's being promised. This isn't about telling someone what to do—it's about reaching shared understanding. Voluntary commitment : People must have the freedom to say "no" or negotiate terms. Without this, you don't have a genuine promise—you have a command. Clear timeline : Every promise needs a "by when" attached to it. Documented outcome : Both parties should have the same understanding of what success looks like. The Power of Permission to Say "No" One executive I worked with couldn't understand why his team kept missing deadlines despite clear assignments. During our work together, we discovered his team never felt they could decline or negotiate deadlines, even when they knew they were impossible. The revelation was transformative. He began explicitly giving people permission to say "no" or offer counterproposals. Initially uncomfortable, this practice quickly revealed resource conflicts, training needs, and process issues that had been hidden beneath a veneer of false agreement. Within just a few months, deadline adherence improved dramatically. Why? Because people were now making promises they believed they could keep, and they had the chance to identify what they needed to be successful. Building Your Promise Management System Ready to shift from people management to promise management? Here's how to start: Make clear requests . Be direct ("I request that you..."), specific about what success looks like, and include a timeframe. Honor the response . Accept "yes," "no," or counteroffers with equal respect. Remember, a reluctant "yes" is worse than an honest "no." Document commitments . Use a simple system (even a shared document works) to track what's been promised, by whom, and by when. Follow up supportively . Check in before deadlines to see if support is needed, not to micromanage. Acknowledge completion or missed promises . Celebrate kept promises and have direct, blame-free conversations about ones that weren't kept. Transforming Culture Through Integrity When promises become the currency of your organization, something remarkable happens: a culture of integrity emerges naturally. Integrity, at its core, simply means integration between your word and your actions. It's doing what you say you'll do. When an entire organization operates on this principle, trust grows exponentially, and with it comes engagement, innovation, and results. One healthcare organization I worked with implemented promise management across their 15 sites. Within one year, they turned a 2% annual deficit into a 1% surplus—a remarkable achievement for a non-profit healthcare provider. Even more impressive, they simultaneously improved patient outcomes so significantly that they won several industry awards. The Choice Is Yours As a leader, you face a fundamental choice every day: Will you try to manage people and push them toward compliance? Or will you manage promises and pull them toward commitment? The former might give you the illusion of control in the short term, but the latter will give you something far more valuable: a team that freely chooses to bring their full potential to work every day. So, stop managing people—they don't want it, and you can't really do it anyway. Start managing promises instead, and watch as your team transforms before your eyes. What promise will you make to your team today? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

How Leaders Create Cultures of Dignity The numbers are sobering. According to recent  Gallup research , only 37% of U.S. employees strongly agree that they are treated with respect at work - matching the record low first seen in 2022. Let that sink in. In an era where organizations tout their cultures and values, fewer than 4 in 10 workers feel genuinely respected in their workplace. But here's what's even more concerning: This isn't just about hurt feelings. When respect is missing, everything breaks down. Gallup's research shows that 90% of employees who don't feel respected report experiencing discrimination or harassment. Teams can't collaborate effectively. Innovation stalls. Talent walks out the door. The Root of the Problem Why are so many organizations struggling with this fundamental human need? The answer lies in understanding what drives disrespect in the first place. In our work with thousands of leaders, we've discovered that disrespect usually stems from fear-based leadership. When leaders operate from their unconscious "default success strategies" - behaviors that worked in the past but may not serve the present - they often create environments where people feel threatened rather than valued. As we explore in  The Great Engagement , fear-based cultures emerge when leaders are: Focused on controlling rather than empowering Driven by personal agendas rather than shared purpose Quick to blame rather than supporting growth Resistant to change rather than embracing transformation The Transformational Alternative The good news? There's a better way. Transformational leadership fundamentally shifts how people show up at work. Instead of operating from fear, leaders learn to operate from what the ancient Greeks called  "agape"  - a willful commitment to others' growth and development. This shift creates what we call "psychological safety through purpose." When people are united by a compelling shared mission and empowered to contribute meaningfully to it, respect becomes the natural outcome rather than a forced initiative. Three Practical Steps for Creating a Culture of Respect 1. Start with Self-Awareness The first step is helping leaders recognize their own default success strategies and how these might undermine respect. Are you: Controlling conversations rather than inviting input? Rushing to solutions rather than listening deeply? Avoiding difficult conversations rather than addressing issues directly? Simply becoming aware of these patterns creates the opportunity for change. 2. Build Systems of Supportive Accountability Gallup's research highlights that employees who have weekly meaningful coaching conversations with their managers are four times more likely to be engaged. This aligns perfectly with what we call "supportive accountability" - holding people accountable while simultaneously supporting their growth. Create regular rhythms for: One-on-one conversations focused on development Team discussions about what's working/not working Clear agreements about how people will work together Recognition of progress and learning from setbacks 3. Make Purpose the North Star Rather than focusing directly on "respect initiatives," unite people around shared purpose. When teams are clear about: Why their work matters How they contribute to something meaningful What success looks like for all stakeholders They naturally treat each other with greater dignity and care. The Courage to Transform Creating a culture of respect isn't about posting values on walls or mandating sensitivity training.  It requires leaders willing to transform themselves first  - to move beyond their comfort zones and default strategies to create environments where everyone can thrive. A conscious choice to help others grow will transform cultures far more effectively than any policy or program. The numbers may be discouraging, but the path forward is clear. When leaders commit to transformation - to leading from purpose rather than fear - respect becomes not just a metric to track but the natural expression of how people work together. Are you ready to create that kind of culture? The journey starts with you. The journey to creating a culture of dignity starts with one leader's commitment to transformation - but its impact ripples throughout the entire organization, elevating everyone it touches.

A Leader's Guide to Creating Stability in Unstable Times "The most effective response to radical change is radical acceptance," observed one CEO during a recent leadership forum, the Interchange . While acceptance may seem counterintuitive during turbulent times, it's precisely what enables leaders to move from paralysis to purposeful action. As we explore in our blog post " The Power of Radical Acceptance: Don't Cry Over Spilled Milk , " this practice involves acknowledging reality without judgment or resistance - not to surrender, but to focus energy on what can actually be changed.   As leaders navigate an increasingly complex landscape of change and uncertainty, many are discovering that maintaining organizational stability requires a delicate balance of transparency, clear communication, and unwavering purpose.   The Power of Purposeful Leadership In times of uncertainty, leaders face unique challenges in maintaining organizational credibility and effectiveness. "I think for us, you know, the changes happening are so ingrained... I think there's less risk for us," shared a healthcare CEO. "Maybe I've got my blinders on, but I don't think so." Her approach emphasizes staying focused on organizational impact rather than getting caught up in external dynamics.   Successful leaders are finding that being transparently honest about both knowns and unknowns helps build trust and stability. "I understand why you might be worried if that's what you heard and you're not sure how that's going to impact," she explained to her staff. "I'm here to reassure you that I will keep you apprised of the situation as things change. But at this point, it's business as usual."   Radical Transparency in Practice  A clear framework has emerged for how to communicate during uncertain times: 1. Validate concerns with empathy 2. Share verified facts without speculation 3. Refocus on mission and continued service   This approach allows leaders to acknowledge legitimate concerns while avoiding speculation that can fuel fear and instability. As one CEO noted, "A little bit of fear to get them to care about how we're doing...is okay because it shows that they care versus just kind of hands off."   Maintaining Mission Focus The key to organizational stability during uncertainty is keeping focus on your core purpose. A seasoned CEO, draws on recent experience: "Covid was a good leadership sort of tutorial on how to lead through crisis. [...] We can't have parking lot conversations all day long about our opinions on what's happening." His approach emphasizes providing comfort and empathy to individuals while maintaining a pragmatic, mission-focused approach at the organizational level.   This balanced strategy means: - Supporting staff while maintaining service excellence - Creating stability through consistent operations - Focusing on what can be controlled - Continuing to deliver on organizational promises   Practical Leadership Actions Successful leaders are taking specific steps to maintain stability: - Conducting regular information sessions to share updates - Creating clear communication channels for questions and concerns - Developing contingency plans while maintaining normal operations - Focusing on continued excellence in delivery   Lessons for Leading Through Change Through recent conversations our CEOs facing today's uncertainties, several key insights have emerged for leading effectively through turbulent times: Radical acceptance isn't about giving up —it's about clearly seeing what is, then intentionally deciding how to respond. As one leader noted, "We've been through tough times before. This may feel new, but we have experience leading through uncertainty." Focus energy on policy  impacts rather than politics or personalities. Leaders find greater effectiveness when they address what changes mean for their organization rather than getting caught up in the emotional dynamics of who is making those changes. Slow down the noise . With daily announcements of dramatic changes that often get delayed or modified, successful leaders are adopting what one CEO called a "tortoise mentality"—moving steadily forward while taking time to observe and assess before changing course. Build on past experience.  Many leaders are applying lessons from Covid: plan, pivot, reassess, then plan and pivot again. This iterative approach helps organizations maintain stability while adapting to change. Remember that resistance and resilience can coexist   with acceptance . Leaders are finding ways to acknowledge current reality while building organizational capacity to both adapt and advocate where needed.   The Path Forward While the current environment presents real challenges for leaders, those who maintain a balanced approach focused on transparency, purposeful leadership, and organizational delivery are finding ways to create stability amid uncertainty. As one CEO reflected, "It's easier to accept what you know and deal with it and move on than if you don't have what you need or there's an unknown there."   By embracing radical acceptance while maintaining focus on purpose and impact, leaders can guide their organizations through uncertain times while continuing to serve their stakeholders effectively. It's not about surrendering to circumstances, but rather accepting reality clearly so we can take meaningful action toward what matters most - our mission and the people we serve.

This visualization from the Junto Institute ( https://www.thejuntoinstitute.com/emotion-wheels/ ) gives us a glimpse into the underlying drivers of human behaviors. When we can better understand these root level emotions, we are better equipped to make good decisions. As a leader, the more self-aware you are about your own emotional status, the better equipped you’ll be in getting the best out of yourself and your team. Note : This wheel shows 6 core emotions. We would suggest that at an even more fundamental level, there are really 2 emotions: Love and Fear.

In the days now known as pre-pandemic, if you were to ask an organization’s leader why they were experiencing turnover in their workforce, they might have said things like benefits, compensation, or perhaps even blamed the employees fit in their “culture.”   Today in the not-quite-post-pandemic new normal  however, we’ve heard from client after client their sense that the core reason for turnover is fatigue. Or burnout. Or exhaustion. And we all have a cacophony of different opinions and thoughts as to why that is. What are we to do? While we don’t pretend to have “the answer,” we do want to offer a great starting point. On Patrick Lencioni’s podcast  At The Table , he recently delved into the topic and it got us wondering, how do we define the difference between these tiresome words? What’s the difference between being fatigued and exhausted, as an example?   When we hear that someone is tired, fatigued, exhausted or burnt out at work, perhaps the most practical thing we can do is to ask more about it. Ask them to define what they're experiencing. This ensures that we can make sure we understand the problem before we go about trying to fix or address it. An old mentor of Tom’s used to say that as leaders what people need from us most is to listen. Just listen . Not do, or talk, or fix. Just listen. People are not helpless and often just need someone to listen as they work out their own solutions. So, with that in mind, we want to suggest some definitions for these words. Tired  is the daily, and we’ll add expected, feeling of being drained of energy and strength. It happens to everyone. If we’re not tired at the end of the day, we may not have done very much that was productive.   Fatigue , by contrast, is a pattern of tiredness. A pattern of weariness that we carry throughout our days and weeks. Fatigue should be a sign that something else is going on that we need to pay attention to.   Exhaustion  is the extreme version of fatigue. It means to tire extremely and completely. This is an absolute red flag that some drastic measure must take place so you don’t reach, what I would argue, is the final stage: burnout.   Burnout means that something came to failure, totally empty. It has nothing else to give. In short, it’s too late. Our work is to pay attention to the first 3 stages. When we’re aware, we can try to intervene before we ourselves or our employees ever get here.  Here are some simple remedies;  A good night’s sleep is the solution to tiredness. The important thing around tiredness is making sure that we’re sleeping the right amount, eating well, and maintaining healthy rhythms.   Contrast that with fatigue. If your night’s sleep made you feel rejuvenated and ready for a new day, then you were simply tired. But, if that night’s rest did nothing for that sense of tiredness, you are fatigued.  Fatigue is an indication that you need to do something that energizes you. Too often when we sense fatigue setting in, we think we need less stress, less working hours, less structure, more flexibility, less in-person meetings, less zoom etc. There’s no doubt those things can contribute to fatigue. Most often, however, what we need is real human interaction. We need the chance to casually chat with someone in the office. We are wired to be face-to-face with someone who can hold space for our emotions, support us, read our body language, challenge us, ask how they can help. We need to find the kind of work and people to be around that energize us. Too often we try to fix fatigue by getting away from people and work when it’s the very thing that can help fix it. This goes for introverts and extroverts alike. Exhaustion , therefore, is a warning sign that we have ignored too many warning signs from our fatigue. Perhaps it’s a warning sign that, despite our best efforts to stay energized, work or other life circumstances need to change. We all know what it is like to be on a project or in a “season” that is particularly demanding. Where we know we’re going to have to work more hours and that it is not sustainable. But we can’t always be in a “season.” The most effective solution is to consciously schedule a shutdown. That is more than just a vacation or weekend off. It will require being very intentional with your time off. It means you will have to genuinely disconnect from email, social media, and the things that constantly distract us, and end up keeping us from feeling rejuvenated or refreshed. For many of us, it’s not the vacation several months down the road that we need but the rest that results from a Saturday and Sunday where we genuinely disconnect from work. Burnout  is the hardest one because, by definition, burnout is when it’s over. Burnout should only be applied to those that have already quit…when there’s not more that we can do. Leaders, how can we do a better job helping our workforce clearly tell us what they’re experiencing and creating a safe space for them to do so? That way, we’re not dealing with some ominous, all-inclusive term for being disengaged. I even think that the very worst thing we could do is give our employees more freedom and flexibility in their hours. Assuming a healthy work environment, this creates more distance from being around real people. Most of us don’t need more flexibility as the answer to our fatigue,  we need more inspiring leadership! We need to be in-tune with our higher purpose and why we work. We need the social, daily interactions with other healthy team members where we feel like we’re contributing.  We need to raise the bar for our tired and fatigued workforce…not lower it.    Here are a few more suggestions for you to manage this in your own life, and then to help you better lead those that work with you.   First,  identify what you’re actually feeling. Not just the stage (tired, fatigued, exhausted, approaching burnout) but to rate the severity of it. On a scale of 1-10, 10 being the worst, are you a 7 on the tired scale or a 10 trending toward fatigue? Then, you can situationally approach some solutions.    Tired? Get a good night’s rest. Fatigued? Find the spaces, people and/or projects that energize you. And then do more of that. That might be to schedule a walk every day. It may mean you take a bike ride every morning or you spend more uninterrupted time, thinking creatively and technically about the problems you’re working on. This way you can do the deeper work that really fills your soul!   (Opposed to frequently answering emails to empty your inbox, though satisfying, it is not long lasting).   And if you find yourself in a space of fatigue.  What does it look like for you to rest?  How’s your diet? What about your spiritual/religious life? Are you mindful? Are you engaged with your purpose in life? Perhaps you need to volunteer somewhere…soon. Wherever you find yourself, adjust accordingly.   Another component of fatigue, one often missed, is  loneliness . Loneliness is just as dangerous for us as poor eating or sleeping habits. We are social creatures. No way around it. And many times, when we feel fatigue, we don’t realize that we’re experiencing disconnection from other people. We’ve been working too many hours and not cultivating deeper relationships. We’ve been working efficiently on zoom and with flexible hours, but not interacting with other people and building relationships.    Lastly, consider budgeting your time . Wherever you are on the scales of tired to approaching exhaustion, you need to plan. Think of it exactly as you budget your finances. A budget is simply a plan of how to spend and invest your money wisely. Do you have a budget for your time? Do you budget rest? Do you budget relational time with others? If not, that could be the very deficit you are facing, one that is manageable. We just have to trust that the benefits, which won’t always seem as beneficial as another hour of work, are worth it and necessary. And they will play into our long-term health and energy levels.    Do you find yourself constantly having to rest from your work, as if work is the thing to escape? What would it look life for you to work out of your rest?

The Courage to Stand: Transforming Fear into Love in Everyday Moments "There are only two emotions: love and fear." These profound words from Elisabeth Kübler-Ross capture a fundamental truth about human behavior. In every moment, we're operating from one of these two emotional states. But here's what fascinates me - we demonstrate which emotion is driving us not through grand gestures, but through small, everyday choices. I call these "stand-up moments" - those brief windows where we must choose between being a bystander or an upstander when our values are challenged. Picture this: You're in a meeting when a colleague makes a subtly dismissive comment about another team member who isn't present. Your stomach tightens. You know it isn't right, but speaking up feels uncomfortable. In that moment, fear whispers: "Stay quiet. Don't rock the boat. It's not your problem." Love whispers back: "Speak up. Everyone deserves to be treated with respect. This is how cultures erode - through silence." As Rollo May beautifully articulates: "The word courage comes from the same stem as the French word couer , meaning 'heart.' Thus just as one's heart, by pumping blood to one's arms, legs, and brain enables all the other physical organs to function, so courage makes possible all the psychological virtues." Here are three practical ways to build your "courage muscles" and become an upstander : Name Your Values: Before you can stand up for what matters, you need absolute clarity on what matters to you. Write down your core values. Post them where you'll see them daily. When you witness behavior that violates these values, you'll feel it viscerally. Start Small: Don't wait for the big moments. Practice speaking up in low-stakes situations. Challenge that inappropriate joke. Question that unfair process. Each small act of courage builds your capacity for larger ones. Focus on Service: When fear arises, shift your focus from self-protection to service. Ask yourself: "Who needs my voice right now? What could my silence cost others?" This perspective shift often provides the emotional fuel needed to take action. Remember - being an upstander isn't about being confrontational. It's about being constructively courageous. Sometimes it's as simple as saying, "I see things differently" or "Could you help me understand what you mean by that?" The truth is, every time we choose to be an upstander rather than a bystander , we're choosing love over fear. We're choosing to believe that our voice matters, that positive change is possible, and that people are worth standing up for. As May reminds us, "Without courage, other values wither away into mere facsimiles of virtue." Our values aren't what we claim they are - they're what we demonstrate through our actions, especially in those small, uncomfortable moments. What stand-up moment are you facing today? Remember, courage isn't about being fearless - it's about feeling the fear and choosing love anyway. The world needs more upstanders . Will you be one of them?

Understanding Human Motivation and Behavior What's Under the Hood? Think about what makes a car mechanic successful. They need to know not just what's under the hood, but how it all works together to create a smooth-running, efficient machine. The same is true for organizational leaders. To effectively lead and inspire others, we must understand the intricacies of human motivation and behavior. Just as a mechanic draws on their knowledge of physics, engineering, and materials science, effective leaders must draw on insights from neuroscience, psychology, and the study of basic human needs. We need to understand how the human brain works, what drives people's behavior, and what creates an environment where people can thrive. The Amygdala Consider the amygdala, the part of our brain responsible for processing emotions and triggering fear-based responses to new or unexpected stimuli. In the workplace, this might manifest as someone feeling threatened or anxious when left off an email chain or assuming negative intent behind a colleague's actions. As leaders, it's our job to help our team members transform these fear-based responses into a more positive, proactive mindset focused on growth, connection, and service to others. The Story of FAVI A French brass auto parts foundry, illustrates the power of this approach. When CEO Jean-François Zobrist took the reins in 1983, he made a radical decision to trust his employees and give them full autonomy. He organized the company into self-managed "mini-factories," each responsible for serving a specific customer. There were no time clocks, no quotas, and no managers. Just a shared commitment to doing what was best for the customer and for each other. Here is how Zobrist tells the story, "I came in the day after I became CEO, and gathered the people. I told them, 'Tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don't pay you. They do. Every customer has its own factory now. You do what is needed for the customer.'" The results were astounding. FAVI reduced prices by an average of 3% per year, maintained a 50% market share despite fierce competition, and hasn't shipped a late order in over 25 years. Zobrist's trust in his people and his belief in their inherent desire to do good work created a culture of accountability, innovation, and shared success. The lesson here is clear: our assumptions about human nature and motivation directly shape our leadership practices and the culture of our organizations. When we assume the best of people and create an environment that meets their core needs for autonomy, mastery, and purpose, we unlock their full potential and create a more resilient, adaptable organization. Practical Steps & Questions To Consider: Reflect on your own assumptions about human motivation. Do you tend to assume the best or worst of people? Examine your organization's policies and practices. Do they reflect trust in your team members or a need for control? Consider ways to give your team more autonomy and ownership over their work. How can you inspire them in their role and the greater organizational mission they are a part of? How can you empower them to make decisions and take responsibility for outcomes? So, as you navigate the complex world of leadership, remember to look under the hood. Seek to understand what drives human behavior, cultivate a deep empathy for your team members' experiences, and create a culture that brings out the best in everyone. The road ahead may be winding, but with this approach, you'll be sure to enjoy the ride.

The Balance Sheet Of Leadership "The most important thing in communication is hearing what isn't said." ~Peter Drucker Imagine running a business without a balanced budget. It would be like trying to navigate a ship without a compass - directionless and destined for trouble. Yet, when it comes to leading and developing people, we often take an unbalanced approach, focusing solely on either strengths or weaknesses. But what if we treated our leadership like a balance sheet, where both assets and liabilities are crucial for a true and healthy picture? In financial terms, assets represent what's working well - the resources and strengths that contribute to success. In leadership, these are akin to grace - recognizing effort, celebrating achievements, acknowledging potential and effort. Liabilities, on the other hand, represent areas for improvement or challenges to address. In leadership, this parallels candor - honest feedback about shortcomings and areas for growth. Just as a financial statement requires both assets and liabilities for accuracy, effective leadership demands a balance of grace and candor. Grace and Candor as Assets and Liabilities Grace-Only Leadership (All Assets, No Liabilities): A leader who focuses solely on positivity and encouragement might create a warm, friendly environment. But without addressing areas for improvement, this approach can lead to complacency and stagnation. It's like a company that only looks at its revenue without considering its debts - a recipe for trouble and sustainability. Candor-Only Leadership (All Liabilities, No Assets): Conversely, a leader who only points out flaws and areas for improvement, without recognizing strengths and efforts, can create a demoralizing, fear-based culture. This is akin to a company obsessing over its debts without acknowledging its valuable assets - a path to demotivation and potential bankruptcy of spirit. Balanced Leadership (Assets and Liabilities in Harmony): A leader who balances grace and candor creates a culture of growth, trust, and continuous improvement. They recognize strengths (assets) while also addressing areas for development (liabilities). This approach fosters psychological safety, where team members feel valued for their contributions yet are also challenged to grow. Perhaps even more importantly, this approach fosters inspiration and great engagement for people. Visionary leaders keep a compelling future of what can be out in front of their current reality (where we are both in liabilities and assets) that pulls their organization forward (read more about Creative Tension here). So, how can we achieve this balance in our leadership? Here are some practical steps: Regular "Balance Sheet" Reviews: Schedule regular individual and team discussions where you discuss both strengths and areas for improvement. This ensures a balanced perspective. Don’t let the strengths, breakthroughs and wins get skipped or skimped. There is a human tendency to downplay these and want to just focus on the “real” stuff, by which we tend to mean the bad stuff that needs to be fixed. Use the "Yes, And" Approach: When giving feedback, acknowledge the positive ("Yes, your report was thorough") and add the area for growth ("And, it could be more impactful with a clear executive summary"). Create a Culture of Reciprocal Feedback: Encourage team members to provide feedback to you and each other. This normalizes the give-and-take of both positive and constructive input. Celebrate Growth, Not Just Achievement: Recognize not just end results, but also effort and progress. This balances the focus between current assets and the reduction of liabilities. Practice Self-Reflection: Regularly assess your own leadership "balance sheet." Are you leaning too heavily on grace or candor? Remember, just as a healthy financial statement shows both assets and liabilities, a healthy leadership approach embraces both grace and candor. It's not about sugarcoating or harsh criticism, but about painting a complete, honest, and supportive picture that promotes growth. My Challenge To You Take a moment to reflect on your leadership "balance sheet." Are you accounting for both assets and liabilities in your interactions with your team? Are you creating an environment where both strengths are celebrated and weaknesses are addressed constructively? By striking this balance, you'll not only develop more resilient, growth-oriented team members, but you'll also create a culture where people are committed to self-improvement, open to giving and receiving coaching, and feel psychologically safe to take risks and innovate. In the end, balanced leadership, like a balanced budget, is the key to long-term success and sustainability. It's time to make sure your leadership accounting is in order.

In this episode of Transform Your Workplace, host Brandon Laws explores the transformative power of purpose with CEO Coach Brad Zimmerman. Brad draws insights from his recently-published book, The Great Engagement, delving into topics such as vulnerability, effective leadership coaching, and the crucial role of emotions in the workplace. This episode provides valuable insights into cultivating an exceptional workplace culture by aligning individual aspirations with a shared organizational purpose.