We talk about resilience like it’s a badge of honor, pushing through late nights, setbacks, and stress as proof of strength. But that’s not resilience. That’s survival.

Real resilience isn’t about how tough you are, it’s about what you do next. It’s the discipline to adapt, the courage to reset, and the strength to keep going when the outcome is uncertain. The most resilient leaders don’t just endure pressure, they respond to it with awareness, intention, and growth.

Time doesn’t need managing. You do.


The truth is, you don’t have a time problem—you have a clarity, energy, and priority problem. Leaders don’t win by f illing calendars or chasing urgency; they win by protecting their attention, aligning with impact, and making intentional trades. Productivity isn’t progress. Impact is.

Discover how to stop “managing time” and start leading with focus, energy, and purpose.

Leadership is a virus. What are you spreading? Every choice you make as a leader is contagious, shaping your team and culture. Discover how to intentionally spread positive behaviors that build trust and strengthen your organization. #ViralLeadership #LeadershipImpact #OrganizationalCulture

As a leader and coach, I have seen many struggle with offering feedback. Frankly, it took me a long time to overcome my own fear of delivering feedback clearly and effectively to the people I work with. 

Leaders often fear giving feedback because they worry about causing discomfort, being disliked, or being misunderstood. They may also fear potential retaliation or the possibility of demotivating the recipient. However, with self-awareness, courage, and effective feedback skills, these fears can be managed.

Asking for help is often seen as a weakness in leadership. We’re conditioned to think that strong leaders are the ones who have all the answers, who can solve any problem and rise to any challenge without assistance. But asking for help can be one of the most underrated, and powerful skills a leader can have.

What if the same words could land as fuel for growth in one person and as a punch in the gut for another? Feedback, often touted as a cornerstone of leadership development, is not universally experienced. The way we interpret feedback is shaped long before we enter the boardroom. This is a story of two leaders.

A client of mine once told me that learning to fly a plane is a lot like doing drugs.

“It gets you high, it’s expensive, addictive, and it can kill you.”

That alone had my attention. But what he said next hit even harder…

Let’s cut through the noise. When you’re leading your team through challenging times, the last thing you need is a motivational quote that feels about as useful as a leaky bucket.

In leadership, discomfort isn’t just something you tolerate—it’s something you master. Whether you’re steering through market disruptions, leading a team through organizational change, or facing your own internal doubts as a leader, discomfort is a constant companion.

Crisis is the ultimate test of leadership. When the unexpected happens, when the plan falls apart, and when uncertainty grips your team, how you lead in those moments defines you. The question isn’t if a crisis will hit, but when - and when it does, the difference between success and failure often hinges on a leader’s ability to stay steady, make decisive moves, and inspire confidence when everything else is crumbling.

Silos are one of the most common challenges leaders face. The word itself has become synonymous with dysfunction: teams hoarding information, departments working at cross-purposes, and collaboration grinding to a halt in service of speed. But here’s the thing about silos: they aren’t inherently bad. In fact, silos exist because they serve a purpose.

WIIFM—“What’s In It For Me?”—it’s the silent operator, constantly shaping our decisions, driving our actions, and influencing the way we engage with the world. It’s not some selfish mantra; it’s the truth about human behaviour. Whether we like to admit it or not, WIIFM is always running in the background, steering us toward what matters most to us.