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When tension rises and conflict feels inevitable, notice what often happens. Someone (or you) suggests: “Let’s agree to disagree.”

In my work with executive teams, I consistently observe leaders showing up in one of two ways: those who strive to be interesting, and those who choose to be interested.

Difficult conversations are not difficult because of the content of the conversation but because of the context of the conversation.

Someone with a low level of self-awareness cannot operate as if they were self-aware. Not all situations require a higher level of consciousness. For example, when facing danger, our instincts keep us alive.

Most leaders claim feedback is key to learning, yet for some, the moment feedback challenges what they believe and how they see themselves, their openness fades.

Much is being written and spoken about the “human skills” leaders need today; the capabilities that differentiate human capacity from technological and machine capability.