Remember the feeling at the beginning of a new school year? New schedule. New planner. New expectations. A fresh chance to do things differently. Businesses do not always get those natural resets, but maybe they should.

When I teach group fitness classes, people occasionally go left when I say right, miss a step entirely, or enthusiastically add a move I never taught. When I first started teaching, it drove me crazy when people didn’t follow exactly what I was doing. Just before my head would explode, I would remember that I can’t control what they actually do. I can only control what I do and trust that they will follow…eventually.

Feedback shouldn’t be a verdict on what someone did wrong. It should be useful information that helps them figure out what to do next and move forward. In this post, I share three ways to make feedback a tool for progress instead of something people dread.

I have a confession to make. I once got kicked out of a book club. Yes, a BOOK CLUB. I can laugh about it now. At the time? Not so much. That incredibly awkward experience reminded me something about leadership that I’ve never forgotten: Avoiding a difficult conversation doesn’t make the problem—or the discomfort—go away. It usually makes both worse. Here’s what my unexpected literary expulsion reminded me about managing performance.

Assumptions make leadership easier—until they make it wrong. Curiosity helps us understand what people actually need, what motivates them, and what success looks like from their perspective.

The best leaders don’t succeed because every plan goes exactly as expected. They succeed because they know when to adapt, make smart adjustments, and keep moving toward the goal. Here’s why mid-course corrections are one of the most underrated leadership skills.

Constant change can create exciting opportunities and leave even the most adaptable employees exhausted. Strong leaders help their teams regain clarity, focus, and a sense of stability when the next new priority arrives.

A slower season should not mean stalled progress. Leaders can use quieter periods to set short-term goals, develop their teams, and prepare for what comes next, without slowing the “mo.”

There is a fine line between being a helpful, engaged leader and becoming the person who notices every crooked paperclip. See how The Intern, a favorite line from This Is Spinal Tap, and a little leadership reality can motivate people without micromanaging them.

July 2 is Halfway Day, which makes it a perfect time to pause, review your goals, and decide what deserves your attention for the rest of the year. I did my own midyear check-in and realized I could use your help with one of my biggest goals for 2026: turning my Guiding Leader concept into a book. I would love to know your top three questions about how to communicate with clarity and lead with confidence.

One of the best parts about traveling to speak is having the opportunity to explore places I’ve always wanted to visit. While in South Dakota to present a leadership workshop for the Independent Insurance Agents of South Dakota, I arrived a day early and finally crossed Mount Rushmore off my bucket list. Here’s what one of America’s most iconic landmarks taught me about leadership.

Last week at the Community Bankers Association of Georgia LEAD On Conference, I was reminded that people learn and communicate in different ways. The best leaders recognize these differences and adapt their approach accordingly.

Ever notice how complicated making simple decisions feels when you are under pressure? Whether you’re leading a team, managing a project, or sprinting through an airport trying to catch a connecting flight, pressure has a way of testing your judgment. Here’s a simple framework for making better decisions when the heat is on.

When we were growing up, our mom had a daily ritual: every afternoon, she sat in her chair, put her feet up, and read a book. At the time, I thought she was just taking a break. Now I realize she was teaching my sisters and me one of the simplest lessons in leadership: burnout prevention starts before exhaustion.

Long before “psychological safety” became a leadership buzzword, yogis and early Christians were already teaching the same principle: people contribute more when they feel safe and valued. When the pressure is on, does your team feel safe enough to ask questions, admit mistakes, and tell the truth?

Letting kids tie their shoes is where patience goes to be tested. It’s also a perfect lesson in leadership: If you always jump in and do it yourself, you may get out the door faster—but you’ll be tying shoes until college.

Nothing motivates you to listen to feedback quite like the possibility of being mauled by a bear. One of the best lessons I ever learned about feedback came while backpacking as a Girl Scout in the Upper Peninsula of Michigan.

Quick question: What’s the worst kind of boss you’ve experienced? I asked this in my newsletter and the responses were…painfully specific. There’s a pattern here, and it says a lot about how many leaders are still operating in “hero” mode. Here’s what I’m seeing—and why it’s not working.

Ever been in a meeting where the tension rises so fast you start wondering…is this still a team meeting or the opening scene of Fight Club? Conflict isn’t the problem. Avoiding it, or mishandling it, is. Here’s how to handle conflict without turning it into a full-contact sport.

The last few weeks of a semester have a way of turning everything up—the pressure, the pace, and the number of things competing for attention. Watching my students navigate these last few weeks at Georgia Southern reminded me of something simple but powerful: busy seasons don’t create leadership habits—they reveal them.