In leadership, we’re wired to look ahead. To the next deadline. The next deliverable. The next fire to put out.
But what happens when we don’t look back—even briefly?
We miss the quiet power of progress.
I remember the exact moment. I was standing in front of the mirror, getting ready for another leadership meeting, another presentation, another day of doing the work I was known for. I had the title. The trust of a national team. A track record that spoke for itself. From the outside, everything looked like it
I used to be an amazing sandcastle builder—it was my craft, my career, my passion. Then came the day when they said, “You’re great at building sandcastles. We want you to manage other sandcastle builders.” Excited yet anxious, I wondered: Would they listen to me? How could I oversee their work alongside my own? I
Creating a good relationship with your manager is essential. Doing so reduces stress, makes work more enjoyable, and sets everyone up for success. Managing up is a great way to improve your relationship, but what do we mean by “managing up” and why does it make such an important difference? Managing up is about reciprocity.
Stepping into a managerial role is often a double-edged sword. On one hand, it’s a significant milestone in your professional journey, a reward for your dedication, and leadership potential. On the other hand, it introduces a host of new challenges and responsibilities that can quickly become overwhelming. The transition from individual contributor (task-doer) to manager (team-builder)
In the world of remote and hybrid work, the COVID-19 pandemic acted as a catalyst, forcing businesses to adapt quickly to new ways of working. However, for some leaders, managing geographically dispersed teams was already a familiar landscape. Long before the pandemic, I successfully led large, remote teams by leveraging a unique approach centred around