When my mom decided to go back to college when my sisters and I were in middle school, our life turned upside down. The experience was transformational, and we learned more than just life skills.

When leaders try to make every decision, or do everything themselves, they bottleneck progress and discourage initiative. Plus, they never get to leave the office on time. Here’s how to prepare your team to make decisions.

If you had asked me at the start of my career what makes a great leader, I would’ve answered with full confidence—and been completely wrong. Trust is what turns a group of people into a team.

Have you ever had a work relationship that was so broken you thought you’d never be able to fix it? I had this exact situation early in my career. What I learned is that trust can be repaired—but only with honesty, consistency, and a little humility. Here’s how to take the first step.

Clear and concise communication isn’t just a “nice to have”—it’s how leaders build trust, create alignment, and drive results. And yet... even the best communicators occasionally step in it. Here are three common mistakes even good leaders make (and how to avoid them).

Have you ever heard the phrase, “The fish rots from the head down?” It’s often used to suggest that when an organization is struggling, leadership is likely the root of the problem. In other words, dysfunction starts at the top. Culture is revealed in what leaders do, what they celebrate, and what they tolerate.

Feedback isn’t just about checking a box during annual reviews—it’s about creating an atmosphere where team members feel heard, respected, and motivated to contribute their own ideas. People don’t need perfect leaders. They need honest ones who listen, learn, and grow. Let’s make sure we’re not just inviting feedback—we’re earning it.

If you can recognize the emotional responses of others without necessarily agreeing with them, you have empathy. Use that when you have to address underperformance in the workplace. Empathy builds trust. Trust builds performance. And performance builds strong, resilient teams.

Delegation isn’t about dumping tasks like hot potatoes. It’s about developing people—handing over responsibility in a way that builds trust, sharpens skills, and boosts confidence. Done well, delegation turns you from a do-it-all dynamo into a growth-minded leader.

Leadership and management are distinct but complementary. Truly successful leaders pair vision with execution—they lead and manage. One without the other creates imbalance.

When our children were little, I had a simple philosophy when it came to chores: “Here’s how I do it—you can do it your way, as long as the end result is the same.” As a leader (and a parent), your job isn’t to dictate every step—it’s to define the goal and empower your team to find the best path forward.

Strategic planning doesn’t have to be rigid or overwhelming. In fact, the most effective plans are often the simplest—just clear, intentional steps that keep you moving toward something meaningful.

Gratitude is a leadership superpower. When people feel valued, they invest more of themselves in the work—and in you. Develop a simple system to record your thank yous. How will you make gratitude a daily leadership habit?

When handled effectively, conflict isn’t a roadblock—it’s an opportunity for growth. The trick? Shifting from a mindset of conflict avoidance to one of productive conflict resolution.

We all bring emotions to work. The real challenge isn’t pretending they don’t exist—it’s knowing how to use them without being overcome by them. That’s where emotional intelligence comes in. If you want to sharpen your emotional intelligence, try a strategy called, “looping for understanding.”

I saw firsthand during my 13 years as director of communications for The Ford Field & River Club how important leadership is to a club. When I was first hired, the club had just undergone turnover from the developer and was being managed by a board of directors. In moments like these, strong leadership makes all the difference.

As a Type A, world-class talker, one of the hardest (but most valuable) lessons I’ve learned is to talk less and listen more. My mom was right—God gave us two ears and one mouth for a reason. The good news is being a great listener is way easier than being a great talker.

People say they want change—but few are willing to change their actions. Here’s what I’ve learned: Real change requires real work. Not just once, not just when it’s convenient, but consistently, over time. There is no magic pill, no secret shortcut—only the daily decision to show up and do the work.

Coaching isn’t about giving answers—it’s about helping others find their own. Great leaders ask thoughtful questions that spark insight and action.

Great leadership requires strong decisions. Yet biases can cloud judgment. Effective leaders counteract these biases and focus on future potential, not past commitments. I see leaders fall into three common traps.