Most of us have been trained to hide our true feelings and do things in spite of them for fear of appearing unprofessional. There’s certainly a need to manage our emotions so that we can be professional. But there’s also a need to experience and be conscious of our feelings so that we can be skillful, intuitive, effective leaders.

When I’m helping clients through difficulties, whether it’s internal or external challenges, there’s usually a series of consecutive steps we take together. I call it the Leading Spirit Success Cycle, for obvious reasons. What this cycle represents is the idea that success can happen in any situation; it’s always possible to create something new and different no matter how big the mess.

As a leader, are you creating an optimal return on investment? How would you even know if you were? Or worse, how would you know if you really, really weren’t?
Leading Spirit is certified in an assessment tool called the “Leadership Circle Profile,” which measures leadership effectiveness. It empowers an individual to take a hard [...]

When there’s differences of opinion within an organization, often that’s pictured as knockdown, blowout arguments between strong-willed individuals. That happens. But as we noted in our last post, agreement-based organizations suffer from “safeness” and “niceness” every bit as much as angry conflict. Yet for some reason, this softer side of the problem is rarely discussed.