If you’re a CEO or a VP of HR, you can usually spot an executive coaching candidate before they realize it for themselves. From your vantage point, you get to see things that may be invisible to the executive living inside their own day-to-day world, like attrition patterns, succession bench depth, who’s getting promoted on other teams and who's carrying more workload than they should be.

The hard part isn’t seeing the signs. Rather, it’s knowing when the signs add up to a candidate for executive leadership coaching compared with a training problem, a performance problem or just a leader having a rough quarter.

Last month, a CEO announced that his institution would replace "low-value human capital" with artificial intelligence. The backlash was swift—public outrage, union condemnation, regulatory scrutiny, and an apology that landed as badly as the original comment. He joins a growing list of CEOs who simply cannot get their AI messaging right.

But this isn't really a messaging problem. It's an emotional-intelligence problem. As any brilliant influencer or speech writer will tell you, the key to successful or influential communication is heart—being able to speak in a way that resonates with your audience.

A few years ago, a group of researchers and I were tasked with answering that question. In addition to identifying what makes a great team, we worked to isolate the skills needed to build and maintain such a team, and outline ways to develop those skills.

I recently shared these discoveries with members of the Lighthouse, my community for emotionally intelligent leaders, and the conversation revealed practical lessons for anyone who’s trying to get more out of their team.

It used to be that you had to wait for the morning newspaper or an evening TV broadcast to get the news. An event had to be especially noteworthy to be pushed out as a “breaking” piece that would get communicated shortly after it occurred.

Now more than ever, the world runs on instant information — and not just for headline-grabbing events. AI is rapidly reshaping how businesses obtain and react to the breaking news that can directly impact their bottom lines, even when that information wouldn’t be considered newsworthy to others.

For decades, organizations have treated learning and skills development as something that supports work but stays separate from it. Whether it’s a course to complete, a session to attend or a program to roll out, it traditionally happens in isolated moments, disconnected from the work itself.

This model is fundamentally broken, built for a world where skills had long shelf lives and change moved slowly enough to train for in advance. But it no longer reflects how people build skills today.

Strong leadership includes the courage to address what needs attention. Many leaders want their teams to grow, but delay the conversations that would bring greater clarity and strengthen accountability. Over time, that silence can leave people unsure of what is expected and unsure of how to improve.

Learning how to give feedback to employees helps leaders create clarity, strengthen trust, and reinforce healthy standards across the team. When feedback is handled well, it supports individual growth and gives accountability a clearer, steadier place in the team’s culture.

High-pressure situations at work, like an important meeting, are often the backdrop for our most reactive professional moments. In 2025 nearly two-thirds (60%) of employees who spent more than 15 hours a week in meetings reported experiencing severe stress levels, according to a Wiley Workplace Intelligence report.

When conflict arises, our bodies often react before our brains. You might lose your temper, lose your words, or find yourself anxiously agreeing to something that you don’t actually have capacity to do. It can feel deeply frustrating, and even shameful, when your responses feel impulsive and out of your control.

The idea of work-life balance has been around for decades, but today the combination of rising financial pressures, gig-work, cobbling together of part-time jobs, and (for white-collar workers) nonstop digital contact, flexible schedules, and remote work can make it difficult for many of us to ever truly “switch off.”

For some families, long hours are a necessity. But for others, the pressure to keep working can be rooted in a sense of obligation—to be ever more successful, maintain a certain lifestyle, or simply keep up with expectations shaped by a consumeristic and highly individualistic culture.

When K’ai Roberts Fu stopped trying to sleep eight hours in a row, her nights got dramatically better.

For years, Roberts Fu, a speaker and author (her book, 12 Mis-Steps, launches May 19), had been waking naturally after three or four hours of sleep, lying awake for an hour, and then drifting off for another stretch. She told herself she was bad at sleeping. She worried. Which, predictably, made sleeping harder.

In a world that rewards speed, scale, and certainty, the most transformative leaders share one foundational quality that doesn't show up on any balance sheet.

I've been in leadership development long enough to know that most organizations don't have a courage problem — they have a naming problem. We dress it up in strategy decks and OKRs, we talk about innovation and disruption, but we rarely say the quiet part out loud: real transformation requires the willingness to be uncomfortable, be wrong, and sometimes be alone in your conviction. That willingness has a name. It's courage, and it has to come first.

When I was in sixth grade, I used to torture myself with a particular hypothetical I’d heard someone pose: Would you rather live a shorter but happy, carefree life or a longer life that wasn’t quite so easy?
I’d twist myself into knots over something like this. The instinct is to say the happy one. Who wants to be unhappy? Trading longevity for happiness seemed like a lopsided bargain.

Then again, I’d run around and take the other side of the argument: What if unhappiness had its own value? What if worrying about things actually made you do things — useful things, meaningful things — that a carefree person wouldn’t bother with?

For small business owners juggling multiple responsibilities, finding a simple yet effective time management system can mean the difference between burning out and building momentum. The Pomodoro Technique offers exactly that: a structured approach to work that helps you maintain focus, avoid burnout and actually get things done. Whether you’re a solopreneur writing proposals, managing a remote team, or running a bustling retail operation, understanding how to implement this time-tested method can revolutionize your workday. We’ll show you not just what the Pomodoro Technique is, but how to adapt it for your specific business needs, roll it out to your team and measure its impact on your bottom line.

A twenty-something man once went to a French restaurant in New York—the kind of place with tuxedoed servers. He told the waiter he had never eaten anywhere so fancy and had a hundred dollars to spend, then asked him to bring the best meal he could within that budget. What arrived was a feast worth at least $150, and he was treated like a king.

The experience stuck with him. That young man—who would later become a well-known executive coach, profiled in The New Yorker—came to believe in the value of trusting expertise and putting decisions in other people’s hands.

Every CEO feels the weight of decisions that carry farther than the moment they are made. A choice at the top can shape direction, influence trust, and affect how people move forward together. Over time, those decisions reveal the strength of a leader’s thinking, judgment, and commitment to growth.

For many leaders, executive coaching for CEOs becomes part of that growth. It creates space to think more clearly, lead with greater intention, and make decisions with the kind of coherence people can feel across an organization.

The leadership behaviors that feel hardest in the moment are often the ones that create the most durable trust and performance.

Leadership is often described in terms of vision, strategy, and decisiveness, but in some ways, these are the easy parts. Anyone who has led people through uncertainty knows that the job is defined by heart and guts just as much as head, and leading through difficult situations often comes down to what leaders are willing to give up.

Work isn’t just busy. It’s overwhelming. Deadlines. Constant change. Notifications. Uncertainty. AI disruption. Leadership stress is rising fast. 71% of leaders say their stress is increasing. And nearly 85% of workers reported burnout or exhaustion, according to Wellhub. Most of today’s leaders are trying to manage performance without reducing the pressure people are under.

The Shift: Stress Is Now A Leadership Issue.
Stress used to be more personal. Now it’s systemic. That’s because the workplace has evolved tremendously over the past 20 years. We’re living in an always-on environment that moves at a faster pace and is more ambiguous.

According to a McKinsey survey, 84 percent of executives believe innovation is important to their growth strategy. Companies that remain static and do not encourage innovation among their employees run the risk of becoming limited and unable to compete. So, how can you inspire your own people to innovate and gain a competitive edge? Learn how to encourage innovation in the workplace and what mistakes to avoid when fostering team innovation.

How to encourage innovation in the workplace. Innovation doesn’t happen by chance. It grows in environments where employees feel supported, empowered and inspired to think in new ways.

I’ll never forget the morning I froze in front of a client. I was a Vice President at Kearney, the global management consulting firm, presenting our proposal to a three-person client subcommittee. Mid-sentence, my mind went completely blank. Not the normal “lost my train of thought” blank. The kind of blank that leaves a scary emptiness where confidence used to live.
I’d been putting on a mask each day. I’d tried to be positive and stay on top of everything. But that morning, I couldn’t do it anymore. I felt anxious and exhausted at the same time. My mind was racing, and my body was depleted. The mask had finally cracked in the worst possible place.

I am not a religious person, but I do believe in destiny. In the same breath, I will also share that I believe nothing is accomplished without goal setting and hard work. Are those two statements contradictory? One does not preclude the other. Are leaders chosen by fate, destined to reach their eventual positions?

Two famous examples of CEOs who rose up from the humblest entries in their companies to one day lead them—Mary Barra, who started at eighteen on the General Motors assembly line, and Doug McMillon, who loaded trucks at a Wal-Mart distribution center as a high schooler—would probably suggest that their success took a lot of hard work, diligence, and learning at every stage.

It’s not an exaggeration to say that Claude M. Steele’s 2010 book, Whistling Vivaldi: How Stereotypes Affect Us and What We Can Do, reshaped how psychologists understand prejudice.

In that book, Steele introduced the concept of stereotype threat—the idea that people can underperform when they fear confirming a negative stereotype about their group. The research helped explain disparities in academic testing, workplace performance, and many other settings.