Eleven-to-one return on investment
Leaders who learn to regulate their nervous systems under pressure make better decisions, have fewer relationship ruptures on their teams, and retain their people at higher rates.
Leaders who learn to regulate their nervous systems under pressure make better decisions, have fewer relationship ruptures on their teams, and retain their people at higher rates.
A CEO I was coaching recently said, “I’m getting everything done, but I’m not leading the way I want to.
The leaders who perform when it counts aren’t the ones who avoided the hard miles. They’re the ones who paid attention along the way.
It’s funny the memories that stick. My son is now the father of an eleven-year-old. But I still think about
Twelve conservation scientists walked into a retreat center in Sedona, Arizona, carrying the weight of the planet. Not metaphorically —
When I hear leaders today expressing fear, uncertainty, even anger about AI — I recognize it. The shape of the disruption is different. The scale is different. But the human experience of it? Familiar.
Sitting in the waiting room of the eye doctor’s office, I notice my irritation rising. I had scheduled my follow-up
“That’s just how I’m wired.”
How many times have you said that—or heard someone on your team say it?
Here’s what neuroscience has proven: it’s not true.
What if you could sit down with your younger self, the one hustling through your professional life, and share what you know now?
Ever feel like your leadership is all action and reaction—but missing something deeper? It’s second nature to lead from the head. But real, sustainable leadership starts from the inside out.