When a leader is not delegating effectively, the solution often follows a predictable method: teach her to prioritize and assign work, establish check-ins, and hold her accountable for staying out of the details. That approach can produce immediate change when the leader wants to satisfy a leader, but it may

Executives are accustomed to solving problems. When an uncomfortable emotion appears – anxiety before a presentation, frustration during a meeting, self-doubt after receiving feedback – the instinct is to eliminate it as quickly as possible. After all, unpleasant emotions feel like obstacles to performance. But what if that assumption is

By mid-February, most New Year’s resolutions have either quietly faded or been abandoned. Initial motivation gives way to familiar routines, and what began as optimism starts to feel like personal failure. For many high-performing leaders, this is not just about a missed habit. It becomes a character judgment. The narrative

Most executives assume that high performance is the result of talent, experience, or relentless drive. In reality, the leaders who sustain performance over time are doing something quieter and far more intentional. They design how they think, how they manage energy, and how they recover. The outcomes follow. As you

I wanted to share a moment when a CEO’s setback revealed a hidden choice every leader faces: amplify the pain or find the opportunity. I was sitting across from Phil, a CEO who had just lost a major client. His shoulders sagged, and his eyes were fixed on the conference

At SOLVE, we’re excited to share a series of enhancements to our assessment software, HireForward® — designed to help you hire professionals and managers more confidently, develop more intentionally, and make talent decisions using the most predictive assessments available — customized to your organization’s exact needs. Whether you’re already using

Many of my blog topics are sparked by real conversations with clients. Just yesterday, I was speaking with three executives who have led through challenges about a major, multi-year change initiative, and our discussion centered on a familiar challenge: how to help people become more open to change. To address

You Are Perfect. Why Change? In the fast-paced world of executive leadership, change is often seen as the key to improvement. Leaders are expected to constantly evolve, adapting to new strategies, technologies, and trends to stay ahead. But what if I told you that true growth doesn’t come from change

The upcoming days and months (perhaps years) will continue to examine what it means and how it feels to be American. As the election approaches, many people I advise find themselves predicting its impact on their lives, communities, and even the world. At times, I recognize my thoughts trailing and