I don’t think any of this is going to make you a better leader, but it’s probably at least a little bit relatable: things that are making people feel apathetic.

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People at pretty senior levels of organizations are not as safe as I think they once felt – or at least they don’t feel as safe as they perhaps used to feel. If that’s you, here’s just three things you can do.

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So, I heard the expression once that the fastest way to start a war was to “Reply All”

I think we all know that’s somewhat true, right? So, here’s something to be careful about right now, especially since most people aren’t in offices with one another where we could just at least pop down the hall.

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I want to do a really quick take on honesty. We all experience dishonesty in our personal lives and in our professional lives, and unfortunately, it can really be an undoing of things.

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I want to talk just very briefly today about being a good coaching sponsor. In our coaching programs, we always have a direct supervisor that approves the objectives for the coaching engagement and gives the coach periodic feedback about the progress that they’re seeing to date.

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I just wanted to take a moment to highlight some really good leadership that we saw this weekend by the sheriff of Flint, Michigan. If you haven’t seen the video on the interactions with protestors, it is definitely worth watching. But be prepared to cry, or at least get choked up.

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In my practice already today – I’m just hitting the end of the day – every single client that I’ve had, every single meeting that I’ve had, people really seem to need to process what they’re feeling for a good 5-15 minutes, depending on the person. So, what that tells me is that they’re not getting enough opportunity to do that elsewhere.

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I’m going to talk about stress through COVID today. I’m seeing just a ton of this in my practice. And because I’m seeing so much of this in my practice, I’m actually going to do a webinar. We’re going to do that at May 26th at noon, Eastern Time.

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I want to talk about that moment when you feel you’ve really lost your patience for a direct report. I don’t mean in that hot, hot moment, but I mean just in general, they’ve been perhaps a C or D player for some time. What do you do?

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I just wanted to share some things that I’m seeing in leaders and the people that we lead during this pandemic and try and give some tips on how to help people lead through it. Not from a medical standpoint - I’m not a doctor - but psychologically this is certainly taking a toll, and it’s definitely impacting work and leadership behaviors.

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I would love to see leaders stop saying the phrase “When things get back to normal…”

While we all hope that things do get back to normal in a month or two, that may not happen. When you say that, you start waiting to make decisions – purchasing decisions, whether or not to have an event or team offsite, etc.

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I threw in a twist to a new leader assimilation session I was leading recently. It was a group of all males - a great group of guys - and at the beginning, I just asked them to go around as always and asked them to share their name, how long they’ve been there, and what their role is. In addition, I asked them to share, “One thing that you think your team doesn’t know about you?”

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Some of our most powerful moments as leaders are when we say, “I know it’s a problem and I don’t know how to fix it right now.” This vulnerability really lends compassion from the team to support us in fixing whatever it is that we’re working on.

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These are two ways that I see apologies actually misused in ways that aren’t good for individuals and are certainly not good for establishing a strong executive presence.

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Taking responsibility and giving a sincere apology for a mistake makes the conflict that ensues a lot more bearable. Also, it’s at the end of the day, a lot better customer service.

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Struggling with a demoralized or un-motivated team? Here are just a few things that you can do as a leader to boost morale and engagement at work.

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Do you find yourself nodding along in meetings? Be careful you don’t overdo it.

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Nobody likes to give bad news. But the fact is you're going to have to at some point. The important thing is to communicate it directly, efficiently, and with an ounce of compassion.

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Do you know someone who walks around, pounding their fists on the table, demanding people know how honest they are? They might be a little bit paranoid. Here's what to look for to find out if you're dealing with a real issue.

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