A few years ago, I probably wouldn’t have written this blog. Actually, that’s not true. Twenty-five years ago, I definitely wouldn’t have written it.
Early in my corporate career, I picked up a copy of Meditation for Dummies. At the time, my interest in meditation had very little to do with leadership. I was exploring it as a tool for my personal life and, if I’m being completely transparent, hoping to manifest some of the things I dreamed about—the husband, the beautiful home, the perfect family, the life I imagined for myself.
I achieved much of that, by the way!
What I didn’t realize when I picked up that book was that meditation would eventually become one of the most valuable tools in my leadership toolbox. Not because it magically created the life or career I wanted, but because over time, it helped me quiet the noise, become more self-aware, trust myself, and feel more connected to what I know to be true.
Today, as an executive coach, I see just how much leaders need that kind of space.
So many of the leaders I work with are smart, capable, successful high achievers who are managing a lot. Their minds are still running long after the workday ends. They’re thinking about the meeting that didn’t go well, tomorrow’s presentation, the difficult conversation they need to have, the organizational change coming around the corner, and the 47 other things on their list. They have trouble turning it off at night, transitioning from work to home, and creating boundaries between all the different parts of their lives.
I often describe it as living on the hamster wheel.
For years, I’ve talked about helping leaders get off that wheel so they can become more intentional about their choices and how they show up. But lately, I’ve been thinking there may be an opportunity to go a little further.
What if leadership isn’t only about becoming more intentional? What if it’s also about becoming more aligned?
And this is where things might get a little “woo woo.”
Many of us learned how to compartmentalize as we moved through our careers. I certainly did. Work went in one box. Family went in another. Stress, fears, dreams, relationships—they all had their own boxes too. We became incredibly skilled at packaging things up, putting them on the appropriate shelf, and opening whichever box the situation required.
In my corporate leadership years, that served me well. I followed the rules, worked hard, delivered results, and did what needed to be done. I always had a thread of care, concern, and heart running through my leadership, but I was still separating parts of myself rather than considering how all those pieces fit together.
Over time, that began to change. I became more intentional about how I showed up and more attuned to the people around me. In the workplace, we called some of that emotional intelligence and empathy. Later, I described it in my book as “leading with heart” and being intentional in how you show up.
Today, I think I would describe it a little differently.
I would call it aligned leadership.
Aligned leadership is what happens when your values, intuition, actions, energy, and intentions begin working together rather than competing for your attention. You aren’t leaving parts of yourself at the door when you walk into work because, really, none of us do. We are one whole human being showing up every day to interact, connect, influence, impact, and lead other whole human beings.
When you begin leading from that place, something shifts.
I have a coaching client who is incredibly open to growth. He rarely comes into our conversations with a perfectly packaged coaching topic. Instead, he brings whatever is occupying his mental real estate at that moment—a relationship, an anticipated conflict, a challenge, or something he can’t quite stop thinking about.
Our conversations are fluid. We explore what’s happening, look at it from different perspectives, and consider how he wants to show up. And then, inevitably, the thing we’ve been talking about seems to appear in his work.
Sometimes within days. Recently, it happened within an hour of our coaching conversation.
We joke about these moments, and he calls them coincidences. He would also really like us to spend more coaching time talking about his college football team so he can speak another national championship into existence. 😂
But I’ve come to believe there are very few coincidences. Maybe there are more coordinated incidents.
When something occupies our thoughts, attention, and energy, we become more aware of the opportunities, patterns, people, and circumstances connected to it. We notice things we might have missed before. We’re more prepared when the situation arrives, and because we’ve created space to consider our intentions, we can respond differently when it does.
Is that “woo woo”? Maybe.
But it’s also incredibly practical leadership.
Leadership is fundamentally about awareness, and that awareness has to start with ourselves. The most effective leaders don’t just understand business metrics, market conditions, and organizational challenges. They understand what’s happening inside themselves, too. They recognize when they’re operating from fear instead of confidence, reacting instead of responding, or forcing an outcome instead of creating enough space for clarity to emerge.
Meditation has helped me create that space, but meditation isn’t the only answer. I have clients who use apps like Headspace, while others insist they “aren’t good at meditating” because they can’t turn their brains off. My response is always that the goal isn’t necessarily to turn your brain off.
Find what works for you.
Maybe it’s exercise, a long walk, time in nature, prayer, journaling, or even a walking meditation. Maybe it’s simply ten quiet minutes before everyone else wakes up. The practice matters less than your willingness to create enough space to hear yourself again.
Because beneath all the business buzzwords we use—resilience, agility, adaptability, change leadership—there is something much more human: connection.
Connection to yourself. Connection to your purpose. Connection to the people you lead.
My own journey to understand this has been decades in the making. From watching Oprah as a teenager in the '80s, to Tony Robbins, Brendon Burchard, Abraham Hicks, Gabby Bernstein, and so many others along the way, I’ve absorbed ideas and inspiration that have ultimately helped me arrive at my own sense of what I know to be true.
And today, that feels grounding. Calm. Confident. Connected. There is less forcing and more knowing.
Maybe that sounds “woo woo” to some people. I’m okay with that.
Because I’m beginning to think the leaders we need for the future aren’t those who get better at compartmentalizing, pushing harder, or running faster on the hamster wheel. We need leaders who are deeply connected to themselves so they can more authentically connect with others. Leaders who create space to listen, notice, trust, and choose. Leaders who bring their whole selves to the responsibility of leading other human beings.
Perhaps that is the next evolution of intentional leadership.
A little less forcing. A little more alignment. And yes, maybe even a little more “woo woo.”
If you’re ready to get off the hamster wheel and explore what greater intention and alignment could look like in your own leadership, let’s connect. Sometimes the most powerful shift starts by simply creating enough space to hear what’s already there.
There’s a phrase I’ve been thinking about a lot lately: “leaving it all out on the field.”
It comes from the world of sports, where effort, grit, and heart matter just as much as skill. It’s about showing up fully—mind, body, and soul—regardless of the outcome.
And after recently facilitating a leadership workshop for a client I’ve had the privilege to partner with for two years now, I realized that this phrase doesn’t just apply to athletes. It perfectly captures what real leadership looks like and what so many leaders are doing right now, every single day.
They are leaving it all out there.
The workshop was focused on Communication and Conflict—timeless and relevant topics, for sure. But if I’m being honest, it’s not the content itself that lights me up. It’s what happens around the content.
It’s the moment someone shares how they’re barely holding it all together but are still leading with heart.
It’s the pause when someone gets vulnerable enough to admit, “I can’t do it all—and that has to be okay.”
It’s the real, raw, unfiltered conversations that make leadership come alive in the room.
That’s where the magic is. That’s what keeps me coming back.
Before the session, I met with my client contact—someone I deeply admire—and she said something that stuck with me:
“Our goal isn’t just about results. We’re trying to create better human beings.”
And let me tell you—it shows.
This company is investing in leadership not as a means to an end, but because they believe leadership is the end. They care about their people as humans first—and it’s reflected in how their leaders show up, engage, and grow.
And they’re not alone. Companies that take this kind of intentional, human-centered approach to leadership development are seeing the benefits—not just in business results, but in wellbeing, culture, and connection. A recent Harvard Business Review article affirms this: when done right, leadership development can lead to personal growth, greater purpose and meaning at work, reduced stress, and a boost in mental health and happiness.
That’s not just a “nice to have.” It’s the kind of transformation that fuels long-term performance, loyalty, and resilience.
So what are these organizations doing differently?
After years of facilitating leadership experiences across industries, I’ve seen clear patterns emerge in the organizations that truly get it. The ones who create space for meaningful leadership growth—not just training—tend to share a few key behaviors:
1. They Focus on the Whole Human, Not Just the Role
The best organizations understand that leadership isn’t just about competencies—it’s about character. They invest in emotional intelligence, self-awareness, confidence-building, and resilience. They support not just the leader, but the human behind the title.
They ask, “How can we develop strong leaders and good human beings?”
2. They Create Space, Not Just Content
Content is important—but it’s not what transforms people. The most powerful development happens when leaders are given a safe, intentional environment to reflect, share, and connect. These companies create experiences that feel human, not corporate.
They prioritize honest conversation over information overload.
3. They Play the Long Game
The best leadership development programs aren’t one-and-done. They’re woven into the culture. These companies bring teams back together, reinforce learning, and stay consistent in their commitment to growing leaders at every level.
They know that real transformation takes time, and they stay in it for the long haul.
When I opened this session, I asked a simple question:
“What’s one moment recently where communication either helped or hurt your ability to lead?”
What followed was a flood of honesty. Stories of misalignment, exhaustion, overcommunication, and silence. Stories of leaders navigating hybrid environments, spinning too many plates, and still—still—striving to lead with clarity and compassion.
One leader said, “If we had a 28-hour day, that would be helpful.”
Another shared, “I’ve had to remind myself that if a few plates fall, it’s okay—it’s how I clean it up that matters more.”
That’s the kind of reflection that doesn’t come from a textbook. It comes from being in the arena. It comes from leading through complexity, change, and pressure—without having a playbook in hand.
One of my favorite moments came at the end of the session, when a participant summed it up with a twist on a familiar phrase:
“Well, sometimes you just have to make chicken salad out of chicken… stuff.”
Not an exact quote, but you get the idea.
That’s leadership. It’s messy. It’s imperfect. It’s about making something meaningful, even when the circumstances aren’t ideal.
People often assume I’m the one doing the teaching during these sessions. But the truth is—I learn just as much.
This particular group reminded me that while tools and models (like the SBI or LEAP frameworks we covered) are valuable, they don’t create impact on their own.
It’s the willingness of leaders to try the tools. To practice empathy. To navigate the discomfort of conflict with curiosity instead of avoidance. That’s where growth happens.
It’s not easy. But it’s necessary.
And for those organizations that recognize the value of creating space for this kind of work—bravo. You are investing not just in stronger teams, but in more resilient, connected, human workplaces.
If you’re a leader reading this and you feel like you’re spinning too many plates or wondering if all your effort is being noticed, please hear this:
You’re not alone. You’re not behind. And you are making a difference.
Keep showing up with heart. Keep having the hard conversations. Keep creating space—for yourself and others—to reflect, reset, and realign.
Because how you lead matters. And the impact you make? It’s bigger than you think.
Are you looking for ways to invest in your leaders beyond the typical training playbook? Let’s talk.
Click here to book a conversation and explore how we can create meaningful leadership experiences together.
Let’s help them leave it all on the field—and feel proud of how they showed up.
Life has a way of throwing challenges at us—some personal, some professional, and some, like what I’ve recently experienced, physical storms that disrupt everything. When navigating back-to-back crises, it’s easy to feel overwhelmed and drained. But it’s also in these moments that I’ve found gratitude to be a powerful anchor.
Gratitude, even when things feel heavy, has an extraordinary way of shifting our perspective. It helps us notice the small, meaningful moments that would otherwise pass us by—whether it’s the kindness of a neighbor, the unwavering support of a loved one, or the calm of a quiet sunrise. These moments have reminded me that, even amidst the storm, there is so much to be thankful for.
That lesson extends beyond our personal lives—equally essential in leadership. Leadership, after all, is not just about driving results; it’s about fostering connection, believing in people, and appreciating the contributions that make success possible.
As leaders, we often get caught up in the whirlwind of goals, deadlines, and to-do lists. It’s easy to lose sight of the small moments of connection and the intentional actions that remind people they’re valued. But those moments of gratitude shape how our teams feel about their work and their place in the organization.
A recent experience highlighted this for me when I received a message from a former colleague I had mentored. She sent me a photo of old notes I had written her—simple reminders that I believed in her potential.
It struck me that while these notes were small gestures at the time, they had a lasting impact on her. Those little moments of encouragement and belief meant more than I could have imagined.
This story reinforced something we often forget as leaders: We often get caught up in goals, deadlines, and the whirlwind of work, but leadership is about so much more than just metrics. It’s about connection. It’s about taking the time to remind someone of their worth, potential, and what’s possible for them.
The notes we leave behind—whether written, spoken, or through our actions—have the power to uplift, encourage, and leave a lasting legacy long after we’ve moved on.
Gratitude in leadership isn’t complicated, but it’s profound. It can be as simple as taking a moment to acknowledge a team member’s hard work or sending a note of appreciation. These seemingly small actions remind people that they matter, their contributions are seen, and they are valued beyond the metrics.
When we regularly practice gratitude in our leadership, we move from transactional to transformational leadership. We foster trust, create engagement, and build deeper connections that fuel long-term success.
Think about it: how often has someone’s belief in you shifted how you saw yourself? Maybe it was a mentor who saw potential you didn’t yet see in yourself. Or perhaps it was a colleague’s word of encouragement that helped you persevere through a difficult project. These moments stay with us because they tap into something human—the need to be valued and believed in.
Challenges, whether they come as literal storms or the pressures of leadership, test us. They push us to our limits. But they also reveal what we’re truly capable of and remind us of what’s important.
For me, going through this recent challenge has not only deepened my gratitude for the people in my life but also reminded me of how gratitude can transform leadership. When we show up with gratitude during tough times, we set a powerful example for our teams. We show them that we're in it together even when things get tough. Gratitude gives us perspective, helping us see beyond the immediate obstacles and recognize the potential for growth and connection.
When we model this for our teams, we create a culture where people feel valued, focus on possibilities rather than limitations, and see challenges as opportunities to grow.
So, how do we bring gratitude into our leadership, especially in times of challenge? Here are four practical ways:
As we enter the season of gratitude and thankfulness, especially with the upcoming holidays, let’s remember that gratitude isn’t just a personal practice—it’s a leadership superpower. It can transform how we lead, connect, and inspire those around us.
In the spirit of the season, I encourage you to reflect on the people who have supported you, the small wins that have added up, and the opportunities that challenges have presented. And as you lead, remember that your gratitude has the power to ripple out, creating a culture of appreciation, connection, and growth.
Let’s lead with heart, gratitude, and intention—not just now but throughout the year.
If you're ready to explore how leading with gratitude can transform your leadership approach and impact, I'd love to connect.
