On paper, I was doing well: I was delivering. I was reliable. I enjoyed what I was doing. But I often had the sense that I was circling some sort of ceiling, unsure what I wasn’t seeing, but definitely feeling like the path to promotion was shrouded in fog.

What I didn’t need was generic encouragement. I needed someone who could look at how I was thinking and say, “Here’s a pattern I see you repeating,” or “Here’s an assumption that might be limiting you.”

In times of rapid and massive change, real leadership is required. In my Leaders Library I've recently added three new pieces to help with that.

ou can already tell how this week is going to feel.

You opened your calendar and felt it in your chest.

Back to back meetings. No space to think. Your time gone before the work starts.

That weight isn’t about effort or discipline.
It’s what happens when priorities are fuzzy and meetings multiply to compensate.

This week’s newsletter is about why leaders become the buffer and how to stop carrying that load.
If it’s useful go ahead and subscribe so you don't miss the next one.

Most people don’t stall because they aren’t capable. They stall because they’re waiting for a signal that never arrives.

This piece is about what happens when you’re already doing the work at the next level, but advancement stays just out of reach anyway.

Leadership changes when you’re accountable for outcomes you can’t directly control.

This piece explores how overload builds when authority, authorship, and accountability drift apart.

If you have ever known you needed to say something but hesitated because it might make you look difficult, you already know this tension.

This piece explores how leaders navigate speaking up without burning trust or credibility.

Psychological safety was meant to protect honest disagreement, not erase it.

This piece looks at how comfort replaces dissent, and why the cost shows up most for leaders in the middle.

Not all leadership fatigue looks like burnout.

Sometimes it’s the quieter exhaustion that comes from holding too much for too long and calling it professionalism.

December has a way of making everything feel overfull.

This piece explores why leadership overload peaks at year end and how to stop carrying more than you need to.