Team issues can feel like wrestling a big hairy monster with a blindfold on. It can feel emotionally messy, tactically murky, and multi-faceted beyond that. There can be a lot of noise.

Righting this ship, to mix metaphors, will take time.

Vulnerability we demonstrate when we allow others to know us more deeply brings both exposure and understanding.

We weren't just attending "another meeting" out of obligation, but instead, we made a conscious choice to be invested with a clear, mutual, and relevant purpose.

However, if the goal is to build alignment, ultimately, the team will want to get itself to a point where it can execute the skill of dialogue well.

How can a leader know if they are creating a psychologically safe environment? That is an environment where members of your team can say what needs to be said to you or to the team as a whole.

By prioritizing one-on-one meetings, you’re not just managing, you’re leading.

In leadership development, navigating interpersonal dynamics plays a key role and so much of the angst I see in my leadership coaching clients is because they are taking the actions of their colleagues personally.

Breaking free from the codependency journey as a leader is a transformative process, trust in yourself.

Welcome misalignment so that you can work as a team to build the necessary shared understanding to allow for progress toward the change.

There is so much we could learn from each other, if only we could say it. If you want to increase the ability in your organization for your people to share their valuable perspectives, there are three steps you can take starting today.