Leading with Purpose and Service: Harnessing the Power of Mindsets and Behaviours for Success

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I sat down with my manager to discuss my career growth.

I sat down with my manager to discuss my career growth. They didn’t disappoint. By the end of the meeting, I had inherited two new projects, another committee, and became the “go-to person” for everyone else’s problems. Apparently, we had very different definitions of growth. 😂

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Some people never see everything you do for them.

Some people never see everything you do for them. They only notice the one thing you didn’t.

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There's Always One Turd in the Punchbowl

We’ve all heard it, right? Maybe you’re sitting in a meeting, things are going well, the project is humming along—and then *that one person* speaks up. Or maybe you're grabbing coffee after a long day, and someone sighs and says, "Well, there’s always one turd in the punchbowl."

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The 360-Degree Prep Framework: Why Winging It on a Sales Call Is Costing You Deals

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When “Case Closed” Does Not Create Closure

Organizations encourage employees to speak up when they experience disrespectful, intimidating or inappropriate conduct. Managers are expected to listen, document the concerns and escalate them through the correct channels. But reporting the concern is only the first part of the process. What happens next determines whether employees continue to trust the organization.

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When Change Communication Leaves People Guessing

You know the town hall. The slide deck is polished. The transformation has a confident name. Leaders explain where the company is going, thank everyone for their flexibility, and promise more information soon. Then the meeting ends, and the real questions begin. Does my role still exist? Which deadline still matters? Who now makes the decision? What should my team stop doing?

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Resilience Needs an Off Switch

A manager once told me, with real pride, “My team is incredibly resilient. No matter how late the issue comes in, someone always responds. ”I asked him a simple question: “When does your team know the workday is actually over?”He paused. That pause mattered. In leadership, we sometimes confuse constant responsiveness with resilience. They are not the same. Responsiveness can keep delivery moving tonight. Resilience preserves the team’s capacity to think clearly tomorrow.

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When Uncontrollable Stress Weakens Working Memory and Flexible Thinking

Capable employees can appear scattered or rigid when uncontrollable stress interferes with working memory and flexible thinking. Leaders can reduce that cognitive burden by redesigning the conditions around the work.

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When Leaders Resist Escalating Up, the Team Gets Managed Down

When leaders avoid escalating risk because they fear intervention from above, the pressure often shifts to employees who lack the authority to resolve it.

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When Resilience Becomes a Corporate Escape Hatch

You know the meeting. Deadlines are slipping. The team is exhausted. People are working late, covering vacancies, and jumping between priorities. Then someone says: "We need to help the team become more resilient." It sounds caring. Sometimes it is. But sometimes `resilience` is the word organizations use when they do not want to say: "We have designed the work badly."