Every interviewer is subconsciously running through a mental checklist: Can you lead at this level? Can you deliver outcomes that matter? Will you fit into the culture? Each time you tell a story that helps them “check the boxes,” you build confidence that you’re the right person.

In high-stakes conversations, a lot of people default to what sounds "professional" or "correct”, and it is often distilled into corporate jargon — which doesn’t make a lasting impression. You’ve probably heard lines like "I’m a strategic thinker", "I create synergies across functions” or “I communicate to gain buy-in and alignment.”

Snore!

You don’t need to learn TikTok trends or start writing emails like a Gen Zer to lead well. What you do need is curiosity, clarity, and a willingness to meet people where they are. Your best hires, strongest teams, and most resilient culture will likely span generations - and that’s a good thing!

Most of the leaders I work with are incredibly smart and highly experienced. The challenge is that once something becomes second nature to you, it’s easy to lose sight of the fact that others are still learning how to think like you do.

The right role at the right time can catapult someone’s earning potential in a way that changes not just their life, but also their family’s lives. I’ve helped leaders land positions with equity, performance-based bonuses, and long-term incentive plans that have allowed them to pay for their kids to attend college debt-free and provide exceptional care for aging parents.

A President or COO tends to focus on and speak about the granular, day-to-day aspects of a business. A CEO thinks about how the day to day will impact the future and speaks to that broader vision. If you want people to think of you as a CEO, you have to first speak like one.

Studies show that over 50% of employees leave jobs because of their manager, not their workload or pay. When leadership becomes the problem, turnover skyrockets. Disengagement, loss of institutional knowledge, and burnout create ripple effects that are tough to contain.

When you’re a towering figure talking about serious financial topics, a little humor goes a long way. If he could lighten the mood just a bit, he’d make it easier for people to engage with what he was saying

This isn’t just touchy-feely advice—it’s a game-changer. When you shift your focus to the "wants" or “love to’s” in your day, you unlock a level of positivity and authenticity that ripples through everything you do. It’s what makes you want to stay late to finish a project versus resenting having to be there.

When you bring your authentic self to work, you empower others to do the same. This isn’t just about personal fulfillment—it’s about fostering a culture where people feel safe to share ideas, take risks, and contribute their best.

If you struggle to give tough feedback and you’re worried you’re either being too “nice” or too “mean” - this blog post is for you. I even wrote you an exact script to give feedback!

I wanted to share a funny story about one of my clients who brought the concept of followership to light. He may have gone a little overboard, but the change was definitely noticeable!

This is the second in a multi-part series on how developing followership creates greater employee engagement and a greater willingness to support a leader’s vision.

I am creating this series around what is core to great leadership so when leaders ask themselves ‘What am I missing? What and how can I do things differently?’ the answers will be clear.

Leaders that provide sterilized feedback so they don’t hurt someone’s feelings are doing a great disservice to the individual AND the company. The truth matters.

How can new employees feel immediately embraced, cared for, build relationships with ease and learn on the job when most employees are working part or all of the time from home?

Emotional intelligence (“EQ”) is just as vital in the workplace as IQ. EQ has been touted as a critical quality in leaders and healthy cultures.

To enhance one’s EQ, you must first become aware of how your behaviors impact others and then focus on ways to create a supportive environment where others are not afraid to be authentic.

The way you communicate is the key determinant of how others perceive you. High impact communication requires stating your point of view and then ideally providing only one or two supporting points.

Follow the adage ‘treat others as you would want to be treated’ and you’ll have people eager to follow you wherever you lead.