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.

At the close of a year-long executive team coaching program, the CEO paused and asked me: “If there’s one thing you’d suggest we keep doing to help us to continue to operate as a high performing team, what is it?”

Most executive teams I work with begin by claiming to value learning because they invest in offsites, they engage in diagnostics, they attend leadership programs, they debrief major projects.

In my work with executive leadership teams, a consistent pattern emerges. Meetings appear productive. Decisions are “agreed.”

An analysis of a decade of data I’ve collected coaching executive teams, reveals that when teams choose safety over truth, they flounder. The ‘courage gap’ widens.

Most failure of execution in teams, isn’t about strategy, talent, or effort. It’s about misalignment; of understanding, expectations, and commitments.

My best wishes to you for 2026. I hope the year has begun well and brings you everything you would wish for.

As this year draws to a close, I’ve been thinking about the leaders and leadership teams I’ve had the privilege to work with and learn from this year.