One of the fastest ways to become an indispensable Chief of Staff is surprisingly simple: Stop asking, “What did my leader ask me to do?” and start asking, “What problem are they actually trying to solve?” Many Chiefs of Staff fall into the trap of becoming exceptional task completers. They’re responsive, organized, and reliable. Their […]
Stop Completing Tasks. Start Solving Problems. Read More »
One of the biggest mistakes people make with difficult stakeholders is treating every conversation like a transaction. The strongest relationships are built through connection. And connection often starts with curiosity. Here are three practices I’ve found surprisingly effective when working with skeptical, resistant, or hard-to-read stakeholders: 1. Go beyond “I’m fine. How are you?” Most
How to Build Relationships with Your Toughest Stakeholders Read More »
Layoffs. Reorganizations. Missed goals. Budget cuts. Leadership transitions. Most organizations eventually face seasons where people are carrying more uncertainty, disappointment, and emotional weight than usual. In these moments, leaders often ask: How do we support people through hard times while still moving the organization forward? It’s an important question. And it’s one that leaders don’t
Leading Through Hard Times: How to Support the Team Read More »
Lately, I’ve had several C-level leaders tell me some version of: “I built my own Chief of Staff with AI.” Usually, when I ask what they mean, the answer sounds something like: Many Leaders Were Never Taught About This Role Hey, look, I get it. Many leaders inherited a Chief of Staff. Or were told
Despite what you’ve heard, actions don’t necessarily speak for themselves.
Being Isn’t Enough: Why Great Leadership Often Goes Unrecognized Read More »
Over-functioning often looks like strong leadership, but it can quietly undermine accountability, growth, and even our own emotional well-being.
Over-Functioning: When Being a “Dependable Leader” Becomes a Hidden Risk Read More »
Sometimes the leadership move that matters most isn’t stepping in to fix the problem, but stepping back long enough to let others own their inaction—and the consequences that come with it.
“Let Others Own Their Inaction”: A Leadership Lesson I Didn’t Know I Needed Read More »
360 feedback can surface leadership patterns you can’t see on your own, especially as roles get more senior and feedback gets quieter.
When (and Why) Leaders Should Use 360° Feedback Read More »
There are many skills that make a strong Chief of Staff—but two show up again and again as true force multipliers…
The Two Skills Every Chief of Staff Must Master Read More »
