If you've worked with me, you know I deeply value self-awareness, especially regarding team dynamics and decision-making. Understanding how we and our teammates naturally approach decisions can dramatically reduce tension and ensure that the best ideas emerge, not just the loudest voices. One tool I consistently recommend to build this self-awareness is the Everything DiSC® framework. DiSC isn’t just another personality test; it’s a practical guide to understanding how individuals communicate, collaborate, and make decisions in the workplace. When teams face significant choices, strategic shifts, critical hires, or major program pivots, their DiSC styles are often silently influencing conversations beneath the surface. Recognizing these hidden patterns helps teams pause, listen more effectively, and invite diverse perspectives into the process helping to make the best decisions possible.  Quick DiSC Overview: The Four Primary DiSC Styles: D = Dominance : Results-driven, decisive, and action-oriented i = Influence : Enthusiastic, people-focused, optimistic S = Steadiness : Supportive, reliable, harmony-seeking C = Conscientiousness : Analytical, precise, quality-oriented Each style has distinct strengths and blind spots that shape decision-making. Here’s how these might typically show up in a team: DiSC Model D-Style (Dominance) Priorities:  Results, speed, efficiency Decision-making traits: Pushes for quick, bold actions Values decisiveness and momentum May overlook details or team consensus in pursuit of progress Prompt for balance:   “Have we considered longer-term implications and gathered sufficient input?” i-Style (Influence) Priorities:  Collaboration, enthusiasm, relationships Decision-making traits: Champions ideas that inspire and energize Focuses on team morale and relational impact May overlook practical details or underestimate risks Prompt for balance:   “Are we grounding this decision in solid data as well as enthusiasm?” S-Style (Steadiness) Priorities:  Stability, harmony, reliability Decision-making traits: Seeks consensus and consistency Prefers cautious, incremental steps May resist abrupt or risky changes Prompt for balance:   “Are we allowing space for necessary change, even if it feels uncomfortable?” C-Style (Conscientiousness) Priorities:  Accuracy, quality, logic Decision-making traits: Provides detailed analysis and critical evaluation Questions processes and thoroughly assesses risks May struggle to move forward without complete information Prompt for balance:   “Is the pursuit of perfection preventing meaningful progress?” Integrating DiSC for Better Decisions The bottom line: Great decisions rarely come from one DiSC style alone. Instead, they emerge from integrating: D’s  bold decisiveness i’s  energizing enthusiasm S’s  grounding stability C’s  careful precision When teams clearly understand these dynamics, they can intentionally invite diverse perspectives. They become aware of gaps, adjust accordingly, and build greater trust. Ultimately, better decisions emerge with stronger collective buy-in. Bring DiSC into Your Team’s Decisions If you're looking to strengthen your team’s decision-making, I offer tailored workshops that combine DiSC assessments with practical decision-making frameworks, helping your team better understand themselves and collaborate more effectively Feel free to reach out if you’re curious about exploring this with your team. Reflection for Coaching Clients: How Does Your Style Influence Decisions? For those currently in coaching programs, consider these reflection prompts: How do I typically approach decisions under pressure? Where might my strengths become blind spots? Which other DiSC styles do I overlook or undervalue in my decisions? What would it look like to pause and intentionally incorporate other perspectives? Consider tracking your decisions for a week: What key decisions did I make? How did I approach them? Which DiSC style(s) influenced my choices? Final Thoughts Self-awareness transforms not only your performance but also your peace of mind. The better you understand your default settings, the more effectively you can choose when to lean in—and when to stretch.

If you've ever stood on the edge of a river scouting a rapid or paused atop a mountain before heading down, you know this truth: a deliberate pause before action can mean the difference between success and failure. Decision-making, whether in the mountains or amid organizational and global uncertainty, isn't about speed alone. It's about having a clear, structured process. Right now, "uncertainty" is the word I hear echoing in my work with clients and in the world. While we can't eliminate uncertainty, we can navigate it more effectively by being more intentional about how we make decisions. Through coaching leaders and facilitating sessions, I've learned that effective decision-making isn't about individual brilliance; it's about clarity, alignment, and thoughtful processes. The NOLS Decision-Making Framework One framework I regularly rely on comes from the National Outdoor Leadership School (NOLS). Adapted from Chrislip and Larson's leadership models , NOLS categorizes decision-making styles on a continuum with two critical factors: Speed of decision Level of group involvement and ownership NOLS Decision Making Styles Adapted from Chrilip and Larson This approach provides a shared language for how decisions get made in the field. On this continuum, the vertical axis shows the time a decision takes, while the horizontal axis shows the level of group ownership of the outcome. Understanding these factors helps leaders clearly communicate how decisions will be made and aligns the team's expectations. Effective leaders flex between styles depending on context: Leader Decides Directive:  Leader makes the decision and clearly communicates it. Essential in crisis or urgent situations. Consultative:  Leader gathers input from the team and then makes the final decision. Often involves floating tentative ideas to gauge team reactions. Group Decides Voting:  Majority rules, including the leader.  Consensus:  The entire group discusses until they reach an agreement everyone supports, clearly defined as something everyone can "live with, implement, and support." Delegated Decision The leader outlines parameters, and the group independently makes the decision. Ideal for lower-risk decisions or when group ownership is a must. Clear communication about the decision-making approach prevents confusion, builds trust, and creates alignment. Conversely, inconsistency, saying one thing and doing another, quickly erodes psychological safety and trust. Quick Check: Fist to Five When building toward consensus, I highly recommend the "Fist to Five" tool. It's a simple, visual method to quickly gauge alignment and surface hidden concerns: ✊ Fist (0):  Silent or disengaged—pause and check in. ☝️ 1 Finger:  Fully on board, no reservations. ✌️ 2 Fingers:  Generally supportive, minor concerns. 🤟 3 Fingers:  Willing to support but have some reservations to discuss. 🖖 4 Fingers:  Serious concerns; these must be addressed to gain support. 🖐️ 5 Fingers:  Not supportive; the decision must stop for concerns to be fully addressed. Psychological safety  is essential: anyone raising a 4 or 5 should feel safe expressing their concerns without fear. Bonus tip:  If everyone shows a 1 or 2, pause to ask, "What might we be missing?" Assign a devil's advocate or conduct a quick "red team" exercise to ensure all perspectives are considered. The Importance of Self-Awareness An often-overlooked component of effective decision-making is self-awareness. Understanding your default reactions under stress, whether through your Hogan derailers or your DiSC profile , can significantly enhance your decision-making capability. When you recognize how you typically respond in high-pressure situations, you can manage your blind spots and leverage your strengths more intentionally. This self-awareness helps not only you but also your team, promoting transparency, trust, and better outcomes. Avoiding Common Decision-Making Traps I recently revisited the classic HBR article, "Before You Make That Big Decision…"  by Kahneman, Lovallo, and Sibony, which outlines key biases organizations commonly face in their decision-making. Recognizing and addressing these biases can significantly improve your decision-making process: Confirmation Bias:  Seeking evidence to confirm existing beliefs. Tip:  Actively consider credible alternatives. Run an "assumption-flip" or pre-mortem exercise to challenge biases. Anchoring:  Getting stuck on the initial idea or number presented. Tip:  Question why and how the initial anchor was set, and test if it's still valid. Groupthink:  Prioritizing harmony over critical analysis. Tip:  Use silent brainstorming or tools like Liberating Structures' "1-2-4-All" to surface diverse perspectives before discussion. Overconfidence:  Overestimating the likelihood of success. Tip:  Define success clearly and honestly evaluate realistic outcomes, including worst-case scenarios. How to Apply This: A Quick Decision-Making Warm-Up Before making critical decisions, like strategic direction, hiring, or launching programs, do this: Name the Decision:  Clear, shared language helps alignment. Decide Who and How:  Explicitly clarify your decision-making style and who is making the decision. Scan for Biases:  Use the checklist from the HBR traps. Invite Alternatives:  Assign a devil's advocate to challenge assumptions. Pressure-Test Assumptions:  Clarify what must be true for the decision to succeed or fail. Define Success Criteria:  Clearly outline how you'll evaluate the decision's success. Final Thoughts Effective decision-making isn't about rushing forward, it's about creating clarity and alignment and following a thoughtful process. When you pause to determine your approach, acknowledge potential biases, and explicitly define success criteria, you fundamentally transform your outcomes and equip your team to navigate uncertainty with confidence.

I’m still processing the insights and conversations from THE AI SHOW at ASU+GSV in San Diego. As AI rapidly reshapes education and organizational life, it’s clear we’re facing unprecedented uncertainty and opportunity. The vision of hyper-personalized learning paths with students glued to screens interacting endlessly with chatbots isn't the future I want to see 🧟‍♂️💻. However, I’m incredibly energized by AI and edtech that prioritize human connection and empower educators to spend less time on draining tasks and more time engaging in meaningful, inspiring work. The Critical Gap in AI Adoption One of the most pressing gaps right now is the lack of clear AI policies and strategic plans in most schools. Schools urgently need: Guardrails : Clear policies outlining safe and mission-aligned AI usage. Green Lights : Support for exploring positive, purposeful AI adoption. My current focus and passion is helping teams navigate this uncertainty by adopting AI in mission-driven, human-centered ways, complete with the necessary tools, training, and support. Conference Highlights and Key Insights Several presentations and conversations deeply resonated with me: 🔹 Jessica Hoffmann  highlighted the value of data-driven interventions for teacher well-being and resilience, emphasizing that each school's challenges are unique. 🔹 Antonio Vigil  of Aurura Public Schools shared powerful examples of how AI is effectively improving student outcomes at the district level. 🔹 Dan Meyer  delivered a provocative message about the importance of preserving the "sacred social bonds" between students and teachers and between students themselves, despite technological advancements. 🔹 Kartik Hosanagar and Vincent Nijs  offered innovative strategies for incorporating AI into lesson planning and assessments, using student chat histories to evaluate learning processes and emphasizing the critical need for users to challenge AI outputs actively. 🔹 Colin Kaepernick's Lumi  is exploring compelling innovations in AI and education; I’m excited to follow their journey. 🔹 Aaron Moorhead  from Cascades Academy shared inspiring examples of AI reducing teacher workload, allowing educators to focus more on work that ignites their passion. 🔹 There’s significant potential for Design Thinking  methodologies to guide schools and teams through AI adoption thoughtfully, keeping human experiences and connections at the forefront. Core Themes and Big Questions AI's rise in education raises important questions: How should middle and high schools prepare students for a collaborative future with AI? Which skills are essential when AI becomes a primary collaborator? How can schools balance AI adoption with teacher and student well-being? How do we ensure that human agency, purpose, and connection remain central? As Dan Meyer points out, so far there has been very little adoption of AI in schools. Why is that? Essential Skills for the AI Era Students will need: Critical Thinking  including the ability to push back on AI outputs Communication Creativity Collaboration  with humans and  with AI agents Empathy Purpose Agency Metacognition New roles will emerge: Students as active collaborators with AI Teachers as designers of rich experiences, not merely deliverers of content Leaders as facilitators of cultural and technological change Teacher Support and AI Integration AI can significantly reduce teacher burnout by automating routine tasks such as grading, providing writing feedback, and managing administrative duties. However, as Dan Meyer reminded us, tech must support, not undermine, the essential human relationships that define teaching and learning. Moving Forward As the educational landscape shifts, intentional, people-centered strategies are crucial. Designing meaningful AI integration requires clarity, courage, and collaboration. It’s precisely here, in helping organizations create these strategies, that I see the greatest opportunity and need. If your school or team is exploring human-centered, mission-aligned AI strategies, I’d love to partner with you. Together, let's shape an educational future where AI amplifies human connection, agency, and purpose.

Why Now Is the Perfect Time for Team Retrospectives According to behavioral scientist Katy Milkman , natural transitions—like the end of a quarter or a seasonal change—can create powerful “fresh start” moments. Right now, as many teams wrap up Q1, it’s the perfect opportunity to reflect, recalibrate, and re-energize your team for what comes next. Adaptive teams don’t just move fast—they learn fast. And retrospectives are one of the most valuable tools to help teams do both. While a retrospective can take many forms, at its core, it’s a structured moment of pause —an intentional space for your team to reflect, align, and make better decisions going forward. Without structure, reflections often remain scattered, surface-level, or quickly forgotten. A great retrospective helps your team focus on what really matters, identify friction points or blockers, and commit to focused actions that stick. Why Retrospectives Matter A good retrospective helps your team: • Reflect on what worked (and what didn’t) • Spot friction points and blockers • Generate ideas for improvement • Align on next steps that actually get done When to Run a Retro Consider holding a retrospective: • At the end of a quarter (like now!) • After a launch, milestone, or major event • As part of a regular team rhythm (monthly, quarterly, post-project) Choose a Clear Topic Retrospectives work best when they stay focused. Try zooming in on: • A specific project, sprint, or campaign • How you run meetings • Cross-functional collaboration • Communication or decision-making patterns How to Run a Retro Using the 4 C’s Framework Use this simple structure to keep your retrospective clear and effective: 1. Collect  – Team members write down observations: what went well, what didn’t, and what could improve 2. Choose  – Use dot voting or group consensus to prioritize 1–2 key issues or ideas 3. Create  – Generate realistic solutions, experiments, or small shifts to try next 4. Commit  – Agree on action steps, assign owners, and set follow-up expectations Quick Tips: • Keep the session under 60 minutes • Assign a facilitator to guide the process • Always close with appreciations—these final months are full of emotion and effort; recognition matters Personal Retrospectives Work Too The same tools that help teams grow can spark powerful personal insights. Even 15 minutes of solo reflection can help you turn experience into clarity—and clarity into action. Try asking yourself: • What am I most proud of? • What challenged me, and what did I learn from it? • Who supported me? Did I thank them? • Where did I feel most aligned with my values? • What habits or patterns do I want to shift? • What drained my energy most? • What support or boundaries would help me move with more clarity and energy? Don’t Just End the Quarter—Close with Intention In The Art of Gathering , Priya Parker reminds us that how we close a gathering shapes what people take away from it. The same applies to organizations. How we end a project, quarter, or season can strengthen culture, purpose, and trust. “A strong closing doesn’t just tie a bow on an event—it helps people leave changed.” As your team wraps Q1 and shifts focus toward Q2, consider creating an intentional closing moment. Not just to reflect, but to: • Honor the effort • Celebrate progress • Reconnect to your purpose Ideas for closing Q1 with intention: • Share one thing each team member is proud of • Reflect on a moment of impact with your community or clients • Express appreciation for colleagues or collaborators • Revisit your mission and how it showed up in Q1 Even a brief, thoughtful closing can turn a typical quarter-end into a moment of meaning and motivation. Want Help Running a High-Impact Retrospective? We have templates, facilitation guides, and coaching support  to help your team wrap up Q1 effectively and launch into Q2 with clarity and confidence.

As a kid, I was captivated by Alfred Lansing’s Endurance , the story of Ernest Shackleton’s ill-fated Antarctic expedition. It had everything—adventure, history, wilderness, and a leader who guided his crew through an impossible situation. Shackleton’s ability to inspire, rally his men, and keep them alive against all odds became the gold standard for leadership in crisis. And the story of the Endurance is incredible. But recently, my perspective on Shackleton and leadership more broadly shifted after reading The Unseen Leader: How History Can Help Us Rethink Leadership  by my college friend Martin Gutmann. Gutmann challenges conventional leadership narratives, particularly why we glorify leaders who navigate disasters, often disasters of their own making. Why do we celebrate those who overcome adversity more than those who prevent it in the first place? Shackleton, for all his heroics, led his men into a disastrous situation. His Norwegian contemporary, Roald Amundsen, on the other hand, avoided disaster altogether, yet remains a far lesser-known figure in leadership history and study. Amundsen was a successful explorer and a master of preparation, team selection, and risk mitigation. He was the first to navigate the Northwest Passage, the first to reach the South Pole, and led aerial expeditions over the North Pole. His expeditions were defined not by chaos and near-death experiences but by meticulous planning, cultural learning, and cohesive teams built on trust and psychological safety. While Shackleton is remembered for rescuing his crew, Amundsen is remembered for setting them up for success from the start. Lessons Learned for Leadership Today Intentional Teambuilding Amundsen selected his team not just for technical skills but also for their ability to collaborate, trust, and enjoy each other’s company. All really useful for teams that were literally stuck in the ice on small boats for months at a time. High-functioning teams don’t just happen, they are intentionally built with a focus on competence and culture. Leaders should invest time in fostering team dynamics that create a strong foundation of trust for success. Humility and Learning from Others One of Amundsen’s greatest strengths was his willingness to learn from others, especially Indigenous communities who had mastered survival in harsh environments. Rather than assuming he had all the answers, he sought wisdom from those with lived experience. True leadership requires humility and the ability to acknowledge gaps in knowledge and seek insights from a variety of perspectives. Thorough Planning and Risk Management.  Success doesn’t just come from luck; it comes from preparation. Amundsen’s expeditions were characterized by careful planning, redundancy in resources, and deep consideration of potential obstacles. Leaders who plan ahead and anticipate challenges can prevent crises before they arise. Design Thinking can be a powerful tool for leaders to anticipate challenges by fostering iterative problem-solving, encouraging creative solutions, and testing ideas before full implementation, reducing risk and enhancing adaptability. Group Norms and Psychological Safety Amundsen’s teams thrived not just because of their skills but because of strong group norms that fostered trust, collaboration, and psychological safety. When team members feel safe to speak up, take risks, and support each other, they become more resilient, innovative, and effective. Leaders play a key role in setting expectations for open communication, mutual respect, and shared accountability. As Martin Gutmann noted, psychological safety allows teams to give and receive feedback openly, learn from mistakes, and grow without fear of punishment. A 2010 Google study found that the highest-performing teams weren’t just the most talented—they were the ones that prioritized psychological safety and strong team norms. Effective teams are built on trust and healthy working relationships, which directly impact their success. Proactive in Our Reactivity As we navigate the complexities of leadership in the year ahead, let’s strive for less chaos. Leadership isn’t just about responding well; it’s about setting the conditions for success long before the storm arrives. It’s about planning to be proactive in how we manage uncertainty, build resilience, and create systems that allow us to respond with clarity and confidence when challenges arise. Recommended Reading: The Unseen Leader: How History Can Help Us Rethink Leadership  - Martin Gutmann Endurance: Shackleton’s Incredible Voyage  - Alfred Lansing Endurance stuck in the ice. By Frank Hurley - State Library of New South Wales, PXA 715, Public Domain, https://commons.wikimedia.org/w/index.php?curid=156541944 Practice to Try Out: Master the First and Last Thought of the Day In a recent interview, Jay Shetty shared a simple yet powerful practice: being intentional about the first and last thoughts of your day. Too often, we default to unhelpful, repetitive thoughts: “I’m so tired,”“I’m overwhelmed,” or “I have too much to do.” Shetty suggests that by consciously choosing our mindset before bed, we can set the tone for the next day. Here’s how to apply this practice: Set an Evening Intention: Before going to sleep, choose an empowering thought, such as “I will wake up energized and focused.” Shift Your Morning Mindset: Instead of letting negative thoughts dictate the start of your day, remind yourself of your chosen intention as soon as you wake up. Create a Mental Alarm: In addition to setting an alarm clock, set a mindset for the morning. What energy and focus do you want to bring into the day? Enhance Leadership and Well-Being: Small shifts in how we start the day can improve decision-making, resilience, and overall leadership presence. By programming your mind with intentional thoughts, you create space for clarity, purpose, and a more proactive approach to leadership.

Your brain is wired for speed. It fills in gaps, makes assumptions, and jumps to conclusions—sometimes without you even noticing. When a team member misses a deadline, you might instantly think, "They're unreliable." When a client takes days to respond to your email, you might conclude, "They're not interested." These split-second judgments feel natural and we are all guilty of them—but are they accurate? The Ladder of Inference reveals how these mental leaps shape our decisions, relationships, and leadership effectiveness.  What Is the Ladder of Inference? Developed by Chris Argyris and popularized by Peter Senge, the Ladder of Inference illuminates the lightning-fast process our minds use to transform raw information into decisions and actions. Think of it as your brain's built-in story-making engine. Here's how it works: Observable Data: The raw facts What you actually see, hear, or touch Just the facts, no interpretation Selected Data: Your mental highlight reel Which details catch your attention What you choose to focus on Interpretation: Your personal meaning-making How you make sense of what you noticed The story you start telling yourself Assumptions: Your unconscious beliefs What you take for granted The gaps your brain fills in Conclusions: Your judgments What you decide is true The meaning you've created Beliefs: Your reinforced worldview How this situation shapes your thinking What you now hold as "truth" Actions: Your responses What you decide to do How you change your behavior When Your Ladder Leads to the Wrong Place Your brain climbs this ladder lightning-fast, often without you noticing. Let's see it in action: The Situation: Observable Data: Colleague checks phone multiple times during a meeting Selected Data: They're looking down, not participating Interpretation: They're not paying attention Assumption: They don't care about this project, they don’t care about me Conclusion: They're not a team player, they don’t like me Belief: They can't be trusted with important work Action: You exclude them from future projects But what if they were checking critical project updates? Or responding to a family emergency? One quick climb up the wrong ladder can damage relationships and derail collaboration. Three Tools to Stay Grounded Before you sprint up that ladder, try these reality checks: Get Real with the Data (The data I’m observing ….) What did you actually see or hear? Can you describe it without interpretation? What might you be missing? Check Your Emotions (The feeling that elicits in me ….) What feelings came up? How might they be coloring your view? What past experiences are influencing you? Question Your Story (The story I’m telling myself …) What assumptions are you making? What other explanations could fit? What would you need to verify your interpretation? Making It Work for You The goal isn't to stop using the Ladder of Inference—that's impossible and unhelpful. Instead, aim to: Notice when you're climbing Question your assumptions Stay curious longer Consider other perspectives Remember: The stories we tell ourselves shape our reality.  By understanding how you climb the Ladder of Inference, you can make more conscious choices about your interpretations, judgments, and actions. When we step back and challenge our assumptions, we open the door to clearer thinking, better relationships, and more effective decision-making. Instead of climbing the Ladder unconsciously, let’s choose to navigate the stories we tell ourselves with awareness and intention.

One of the most frequent challenges I hear from leaders and teams is navigating workplace conflict. When I dig deeper, I often discover that the issue isn't the conflict itself—it's that people don't feel safe disagreeing with each other. Here's the truth: Conflict isn’t a problem—it’s a signal. The presence of conflict often signals engagement, passion, and diversity of thought. The real challenge is creating an environment where conflict drives innovation rather than division. Teams that master this become more resilient and turn challenges into opportunities for growth. The Dual Nature of Conflict Not all conflict is created equal. Healthy conflict  is productive and rooted in respect. It drives better ideas, challenges assumptions, and fosters innovation. Discussions focus on finding the best solution, not winning arguments.  Unhealthy conflict , on the other hand, is destructive. It damages relationships, erodes trust, and creates toxic environments. It can look like people staying silent in meetings but complaining afterwards and decisions getting revisited repeatedly without resolution.  The difference between these scenarios comes down to one thing: trust. When people fear speaking up, innovation stalls, resentment builds, and conflict shifts underground and people dread going to work. The Foundation: Trust Through Vulnerability Patrick Lencioni, in "The Five Dysfunctions of a Team," identifies trust as the foundation of high-performing teams. But not just any trust—specifically, the willingness to be vulnerable with each other. This means sharing not just our strengths, but our weaknesses, admitting when we need help, and being open about our mistakes. How do you know if your team has this kind of trust? Listen for phrases like:  "I made a mistake."  "I need help with this."  "I'm not sure I understand—can you explain that again?"  "I have a different perspective to share." Building vulnerability-based trust requires intention and consistency. Simple but meaningful practices—like structured team check-ins, shared experiences, and modeling openness—help trust flourish over time. Understanding Trust: The BRAVING Framework While trust can seem abstract, Brené Brown’s BRAVING framework  provides a practical, actionable  tool for building and sustaining it. Each element of BRAVING represents a core aspect of trust in relationships—both personal and professional. Boundaries Clear boundaries aren't walls—they're windows into our needs and values. Strong teams make expectations explicit: Establishing clear work priorities and expectations Communicating your availability for urgent vs. non-urgent matters Being explicit about response time expectations Reliability Do what you say you’ll do, consistently. Reliability is a practice, not a one-time achievement. It means: Starting meetings on time (and ending them early) Delivering what you promise, when you promise it Speaking up early when you might miss a commitment Accountability Own your mistakes, apologize, and make amends. In high-trust teams, accountability becomes a tool for growth rather than punishment: Leaders: "I dropped the ball on this. Here's how I'm fixing it." Teams: "I see a potential issue. Can we discuss it?" Everyone: "What can we learn from this?" Vault Respect confidentiality and avoid gossip. Confidentiality builds trust both ways: Don’t share information that isn't yours to share Create clear guidelines about what information can be shared and with whom Acknowledge and respect different cultural norms around privacy Integrity Choose courage over comfort and practice your values consistently. Values must be lived, not just posted on office walls: Make difficult decisions transparent Align actions with stated values, especially during challenging times Address concerns promptly and openly Non-judgment Create space where team members can ask for help without fear of judgment. Creating psychological safety means: Encouraging questions and concerns.  Respecting different working styles and preferences Supporting team members who ask for help Generosity Assume positive intent in others’ actions and words:  Check assumptions before reacting Provide context for requests and decisions Offer support before it's asked for Discussing BRAVING as a team can uncover both strengths and gaps in trust. By making trust more tangible, teams can work on it in specific, actionable ways. Leveraging Trust for Healthy Conflict With trust as the foundation, teams can engage in productive conflict—where ideas are debated vigorously, but relationships remain intact. Lencioni explains that trust enables people to challenge each other’s thinking in pursuit of the best solution, not personal victory. Signs of Healthy Conflict: Focuses on ideas and solutions Involves active listening and curiosity Results in better understanding Ends with clear next steps Signs of Unhealthy Conflict: Attacks people rather than problems Features defensive reactions Creates lasting tension Leaves issues unresolved By fostering trust, organizations create a culture where people feel safe engaging in honest, respectful conflict—leading to better decisions and stronger teams. Moving Forward: Your Next Steps: If you want to build a stronger, more engaged, and more inclusive team, start by strengthening trust and creating space for productive conflict. Assess your team’s trust level  using the BRAVING framework. Identify one BRAVING element  to focus on improving. Schedule regular check-ins  to discuss team dynamics. And remember: Model Vulnerability  – Leaders set the tone by demonstrating trust and openness. Set Clear Norms  – Define and regularly revisit expectations around communication and conflict. Encourage Diverse Perspectives  – Create opportunities for all voices to be heard, not just the most vocal ones. Trust-building isn’t a one-time event—it’s an ongoing practice. The goal isn’t to eliminate conflict but to make it productive, allowing diverse perspectives to drive innovation and growth. Recommended Resources • The Five Dysfunctions of a Team  by Patrick Lencioni • Dare to Lead  by Brené Brown

Navigating Election Uncertainty with Design Thinking As we approach election season, it’s easy to anticipate a range of reactions—some of us might feel ecstatic, others indifferent, and some disappointed. Uncertainty can challenge team morale, individual performance, and even disrupt programming and fundraising efforts. So, how can we manage this? Design thinking gives us a way forward , offering a practical, people-centered approach to help schools and nonprofits address the unique needs of our teams and communities during unpredictable times. Let’s walk through how each phase can guide our planning. 🧠 Empathy: Start with Your People First, tune in to what your people are feeling. Emotions are running high, so give space—whether through check-ins, surveys, or 1:1 chats—for folks to share where they’re at. Empathy is all about listening and creating a supportive environment where everyone feels heard. 🔍 Define: Nail Down the Real Challenges What issues are most pressing? Here are some questions to clarify: • Employee Wellbeing : Will your team need extra support, like mental health resources or personal days? • Public Communication : Will you make a statement? If so, what tone feels right and aligns with your organization’s values? • Impact on Programs : How could election results affect the people you serve? • Handling Differences : How will you support respectful exchanges, especially if opinions diverge? This step helps pinpoint your organization’s specific needs. 💡 Ideate: Brainstorm Creative Solutions Now, it’s time to generate ideas. Think about responses that help create a supportive environment: • Offer flexible hours or personal days if people need time to process. • Create open dialogue opportunities, helping people feel safe to share. • If you decide to make a public statement, try drafting a few versions and get feedback. Brainstorm, then pick a few ideas to test out. 🛠 Prototype: Start Small, Learn Quickly Once you have some ideas, try them on a small scale. Here’s how: • Pilot a Check-In : Hold a post-election check-in to see how everyone’s doing. • Test Public Statements : Draft a couple of versions and gather feedback from key team members. • Host a Drop-In Session : Set up a virtual or in-person space where people can process the results together in a supportive environment. Starting small lets you see what works before rolling out a full plan. 🧪 Test and Iterate Gather feedback and learn from it. Did your approach meet people’s needs? Testing and iterating allow you to adjust as you go. If something’s not working, go back to Empathy  and listen closely to what your team needs now. 🔄 Be Ready to Pivot Roll out your plan but stay flexible—post-election weeks can bring unexpected developments. Design thinking is about continuous learning and refining, so be ready to adapt and improve with each step. Remember, It’s All a Cycle Design thinking isn’t about a perfect solution on the first try; it’s about building understanding and adjusting continuously. Each phase—Empathy, Define, Ideate, Prototype, and Test—loops back to help us create an approach that’s responsive, supportive, and centered on what people need most. I’d love to hear how you’re applying these ideas. What’s working? What new insights have come up? For more tools, check out the work Leadership+Design is doing around election season.   Take a look here .

As educators and leaders, we often feel pressure to have all the answers. But what if the most powerful thing we could do was ask better questions? After two decades of working with schools, teams, and individuals, I've discovered that the simple shift from telling to asking can transform how we support and develop others. What Is Coaching (Really)? Many misunderstand what coaching really is. Coaching is about stepping back, not stepping in. Instead of giving advice, coaches create space for discovery through powerful questions and deep listening. While mentors and advisors focus on telling you what to do based on past experience, coaches help you look forward by asking questions that unlock your own wisdom and solutions. While advice and feedback look backward and focus on telling, coaching looks forward and focuses on asking. It's not about having the right answers—it's about asking the right questions. Why Coaching Matters Now In today's leadership environment, coaching isn't just nice to have—it's essential. Here's why: It empowers students and staff to take ownership of their growth It shifts power dynamics in a healthy way It builds supportive, relational environments It's surprisingly time-effective When to Coach Coaching can be particularly powerful in these situations: When someone feels stuck During regular check-ins When facing challenges or opportunities When someone knows what to do but isn't doing it When clarity is needed For students, this might mean conversations about: Goal setting and time management Navigating peer relationships Managing academic pressure Career exploration Self-advocacy For colleagues, coaching can help with: Leadership development Work-life balance Team building Difficult conversations Professional growth How to Coach: The Essential Elements 1. Start with Relationships Coaching isn't a technique—it's a relationship. Build trust first. 2. Listen Fully Be present. Embrace silence. Resist the urge to jump in with solutions. 3. Ask Powerful Questions Here are seven questions from The Coaching Habit: Say Less, Ask More and Change The Way You Lead Forever by Michael Bungay Stanier, that can transform any conversation: "What's on your mind?" "And what else?" "What's the real challenge here for you?" "What do you want?" "How can I help?" "If you're saying yes to this, what are you saying no to?" "What was most useful for you?" 4. Tame Your "Advice Monster" A challenge many have when embracing this shift is keeping quiet when you have the perfect solution. Trust that others can find their own way—with the right questions. Tips for Better Coaching Conversations Ask one question at a time Avoid disguising advice as questions Ask "what" instead of "why" Stay curious longer than feels comfortable Never cancel your one-on-ones Remember that even brief conversations can be powerful Getting Started Here's a simple challenge: Next time someone comes to you with a problem, resist the urge to offer a solution. Instead, try asking, "What's on your mind?" and see where the conversation goes. Remember: You don't have to be perfect at this. The goal is progress, not perfection. Each time you choose to ask instead of tell, you're building stronger relationships and empowering others to find their own solutions. The Bottom Line Coaching isn't just another tool in your leadership toolkit—it's a mindset shift that can transform how you support and develop others. By asking more and telling less, you create space for growth, empowerment, and deeper connections.

Leadership today is more complex than ever. You’re navigating rapid change, competing priorities, and an ever-evolving workplace culture, all while trying to stay true to your values and vision. The problem? Most leadership development approaches focus on quick fixes  rather than sustainable transformation . At Eddyline Coaching , we take a different approach—one that is holistic, adaptive, and designed for deep, lasting change . Our coaching is built on Integral Coaching® , a method that doesn’t just help leaders solve problems but fundamentally shifts how they see, think, and lead . So, what makes Integral Coaching® different? Let’s dive in. Beyond Skill-Building: Coaching for the Whole Leader Traditional coaching often focuses on behavioral change , what you need to do differently. But in our experience, real transformation happens when you change how you see the world, not just how you act in it . Integral Coaching® is based on the AQAL framework , a model developed by Ken Wilber  that accounts for all aspects of your leadership and personal growth : • 🧠 Inner world:  Your mindset, emotions, and beliefs. • 🔥 Outer world:  Your actions, habits, and leadership behaviors. • 🤝 Relationships:  How you engage with others and build culture. • 🌍 Systems:  The organizational and societal structures that shape your leadership context. By integrating all these perspectives, Integral Coaching® provides a roadmap for leadership growth that is both practical and profound. From Your Current Way of Being to a New Way of Leading One of the key distinctions in Integral Coaching® is the concept of Way of Being , how you currently approach leadership and what shifts are needed for the next stage of your growth. Step 1: Understanding Your Current Way of Being We start by getting curious about how you currently operate : ✔️ What patterns define your leadership? ✔️ What strengths are serving you well? ✔️ What limitations are keeping you stuck? This self-awareness is not about judgment, it’s about clarity . You can’t move forward if you don’t fully understand where you are. Step 2: Envisioning a New Way of Being Once we understand your current patterns, we explore: ✅ What is a new way of approaching your leadership challenge? ✅ What new perspectives or capabilities will help you get there? ✅ What shifts in mindset, behavior, and habits are needed? This isn’t about forcing change, it’s about growing into a more expansive, authentic version of yourself. Turning Insight into Action: The Power of Developmental Practices Integral Coaching® moves beyond awareness and into action  by incorporating developmental practices , small, intentional exercises designed to rewire habits, build new muscles, and integrate learning into daily life . Think of it like training for a sport : 🏋️ You don’t just study how to lift weights, you actually practice lifting. 🎯 You don’t just analyze leadership, you engage in micro-practices that shift how you lead. This ensures that change becomes embodied , rather than just something you intellectually understand but never implement. Why This Matters Leaders today don’t just need more strategies ; they need greater adaptability, resilience, and perspective . Integral Coaching® provides a structured yet flexible approach  to help you: ✔️ Expand your leadership presence  by moving from reactive to intentional leadership. ✔️ Navigate complexity with confidence  by seeing situations from multiple angles and responding wisely. ✔️ Align your leadership with your values  by bringing more authenticity into your work. ✔️ Foster high-impact relationships  by improving collaboration, influence, and team culture. This approach doesn’t just make you a more effective leader, it helps you become a more whole, integrated, and empowered human being . Are You Ready to Lead Differently? At Eddyline Coaching , we work with leaders who want to do more than just “improve performance.” They want to elevate how they lead, grow, and navigate the world . If you’re ready to explore a New Way of Being as a leader , we’d love to connect. Let’s start a conversation about what’s next for you. 👉 Schedule a call with us today.