Every organization is made up of interconnected parts: departments, teams, and individuals that depend on each other to succeed. As leaders, it is easy to focus on the needs of your immediate group without realizing how your actions ripple through the larger system. Sometimes those actions unintentionally create division or fuel misunderstanding between other parts of the organization.
For example, pushing for a tight deadline might meet your team’s goals but strain another department’s capacity. Sharing partial information may keep your group informed but leave others confused about priorities. These situations are rarely intentional, yet they can weaken trust and collaboration across the organization.
(more…)by Michelle Cummings
Most leaders spend a lot of time refining what they want to say. Fewer think about how that message is actually received. But communication isn’t about transmission – it’s about connection. And connection often hinges on how well you understand your own natural style and how others might interpret it.
DiSC is one of the most widely used communication and behavior assessments for a reason. It gives people a common language to understand preferences, tendencies, and blind spots. Are you fast-paced and assertive? Warm and people-focused? Analytical and cautious? Each DiSC style brings strengths—but also potential friction when misunderstood.
(more…)Courage is not the absence of fear, it’s the ability to act in spite of it. For leaders, courage is the spine that supports every other skill. Without it, difficult conversations are avoided, tough decisions get delayed, and opportunities slip away. But like any muscle, courage can be developed with intentional practice.
Leadership courage is built on four key skills: speaking up with honesty, making values-based decisions, taking responsibility for mistakes, and standing firm in the face of resistance. These aren’t abstract ideals; they are daily practices that separate leaders who inspire trust from those who merely manage tasks.
(more…)Workplace tension isn’t always a bad thing. A healthy level of pressure can sharpen focus, drive action, and spark creative solutions. It pushes people to stretch, adapt, and improve. But when tension goes unchecked, it can quietly shift into harmful stress that drags down morale and performance.
Great leaders know how to tell the difference. They don’t just look at deadlines and results. They pay attention to tone, behavior, and energy. Are people still collaborating or are they retreating? Are conversations productive or short-tempered? Are mistakes increasing? These are signs worth noticing.
(more…)by Michelle Cummings
Listening is one of the most important skills in leadership – but it’s also one of the easiest to fake. You can nod, smile, and even repeat back a few words, all while planning your next comment. But true listening asks something deeper: patience. And nothing reveals a listening gap faster than interruption.
Most interruptions don’t come from a place of disrespect. They come from habit, urgency, or the belief that we already know what’s coming next. But when we interrupt or shift the conversation before the speaker finishes, we cut short more than their words. We cut short their thinking, their trust, and their willingness to fully engage.
(more…)by Michelle Cummings
Communication is more than talking. It’s a two-way process that requires both clarity from the sender and presence from the receiver. But too often, we focus on crafting the perfect message and forget that communication only succeeds if someone truly hears it. That’s where active listening makes all the difference.
The classic sender-receiver model reminds us that every message travels through a channel – and every channel has noise. In modern workplaces, that noise is everywhere: notifications, emails, multitasking, and mental distractions. As a result, messages often get distorted or lost before they land. Active listening is the skill that cuts through that noise.
(more…)Leadership is not just about making decisions or driving performance. It’s also about being someone people can approach. When team members feel safe bringing concerns or feedback to you, it means they trust you. That trust is a powerful advantage, but it doesn’t happen by accident.
Leaders often say, “My door is always open.” But that door is only truly open if people believe it’s safe to walk through. If team members fear being judged, ignored, or punished for speaking up, they will choose silence. And silence can be costly. Small problems grow. Resentment builds. Innovation stalls.
(more…)by Michelle Cummings
We often talk about stress as a negative. Something to avoid, manage, or eliminate. But not all stress is bad. In fact, some stress is essential. It gives you focus, urgency, and the energy to perform. The problem is not stress itself – it’s how much of it you’re carrying.
There’s a name for this idea: the Yerkes-Dodson Law. It describes how performance increases with stress up to a certain point – then drops sharply when stress gets too high. On one side of the curve is overload and burnout. On the other is underload: the often-overlooked zone of too little stress. It’s when you feel unmotivated, bored, or disconnected.
(more…)In fast-moving workplaces, it is tempting to hear part of a message, make an assumption, and act right away. While this can feel efficient, it often leads to misunderstandings, rework, and frustration. Taking a moment to confirm you understand the other person’s message can prevent unnecessary mistakes and strengthen trust.
Checking for clarity is a simple habit with a big payoff. It starts with active listening, giving your full attention to what is being said. Then, before responding or taking action, you restate what you heard in your own words and ask if you have it right. This step ensures you are acting on accurate information.
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