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

The goal is to always be able to answer the question, “what am I doing right now?”

Leaders, if you want to encourage your team to develop in a certain way, gain a certain skill, or create some other change, you can't just talk about it once.

A huge part of leadership is communicating well -- getting your message across effectively.

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.

The idea of constant growth is not only overwhelming and unsustainable, it disregards the natural cycles of ebb and flow, of order and chaos, of action and rest.

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.

Confidence levels can actually be tied to your ability to figure something out.