We all bring emotions to work. The real challenge isn’t pretending they don’t exist—it’s knowing how to use them without being overcome by them. That’s where emotional intelligence comes in. If you want to sharpen your emotional intelligence, try a strategy called, “looping for understanding.”

I saw firsthand during my 13 years as director of communications for The Ford Field & River Club how important leadership is to a club. When I was first hired, the club had just undergone turnover from the developer and was being managed by a board of directors. In moments like these, strong leadership makes all the difference.

As a Type A, world-class talker, one of the hardest (but most valuable) lessons I’ve learned is to talk less and listen more. My mom was right—God gave us two ears and one mouth for a reason. The good news is being a great listener is way easier than being a great talker.

People say they want change—but few are willing to change their actions. Here’s what I’ve learned: Real change requires real work. Not just once, not just when it’s convenient, but consistently, over time. There is no magic pill, no secret shortcut—only the daily decision to show up and do the work.

Coaching isn’t about giving answers—it’s about helping others find their own. Great leaders ask thoughtful questions that spark insight and action.

Great leadership requires strong decisions. Yet biases can cloud judgment. Effective leaders counteract these biases and focus on future potential, not past commitments. I see leaders fall into three common traps.

High-performing teams don’t happen by chance—they are built through intentional leadership and clear direction. As a leader, your role is to delegate and empower your team.

Effective leaders use a powerful five-step framework that mirrors human thinking patterns, guiding their audience step-by-step toward the action they want. They understand the core needs driving human behavior and know exactly how to tap into those motivations.

My decades of work, teaching, and personal experience have shown that creating a shared sense of purpose within your team is by far the most motivating factor out there.

Effective communication is the backbone of leadership. People who communicate well just seem to “get” the people they are talking to. Effective communication address both content (objective story) and emotion (subjective feelings).

How do you spend your spare time? Do you spend it creating—pursuing your passions, bringing new ideas into the world? Or are you simply consuming, sitting in front of the TV, taking in what others have produced?

Some time ago, I was grappling with how to effectively motivate my GSU students when I stumbled upon an article by Daniel Coyle. The article highlighted a powerful phrase that had a surprising impact on student performance:

“I’m giving you these comments because I have very high expectations and I know that you can reach them.”

This year, my running calendar has inspired me to strive for my best. Today’s quote, “One Day or Day One—You Decide,” hit me hard. It represents a powerful mindset shift.

You know the song, “Tush” by ZZ Top? I always thought they were looking for some “touch.”

I have been happily singing along to this song for decades, thinking it was about seeking connection.

Do you anticipate or do you react?

I heard this question recently on a podcast and it got me thinking. Leaders anticipate future issues. Everyone else follows and reacts.

I recently watched the TED Talk, “What makes a good life? Lessons from the longest study on happiness” by Robert Waldinger, MD, director of the Harvard Study of Adult Development.