by Michelle Cummings
Most leaders want to do the right thing. They care about their people. They want to see the organization succeed. But intention alone isn’t enough. Leadership happens in the space between intention and impact – and that space can get messy. The key is regularly asking: “Does my behavior match the outcomes I’m trying to create?”
It’s easy to drift. Under pressure, we default to habits or react in ways that may not serve the team’s needs or the broader mission. You might mean to empower, but come off as controlling. You might intend to support, but end up micromanaging. Without regular reflection, even well-meaning actions can lead to unintended outcomes.
(more…)A compelling vision can inspire and unite a team, but without a plan, it stays a dream. Leaders who know how to translate vision into actionable goals create a bridge between aspiration and achievement. That bridge is built step by step, with goals that are clear, specific, and trackable.
Breaking down a vision starts with clarity. Ask yourself: What does success look like? What will be different when we get there? These answers create a concrete target, turning an abstract idea into something measurable. Without that clarity, teams may work hard but move in different directions.
(more…)by Michelle Cummings
Success doesn’t start with action. It starts with vision. Leaders who can clearly see what success looks like—before it happens—create the focus and energy needed to make it real. That vision becomes the north star that guides decisions, inspires the team, and shapes culture from the inside out.
Too often, leaders get caught in the day-to-day swirl of tasks, meetings, and deadlines. They solve what’s urgent instead of pursuing what matters most. Without a clear vision, even strong performers can lose direction. It’s like rowing hard in a fog—motion without meaning. When leaders take time to define success, they bring clarity to the chaos.
(more…)It is true that external factors can impact results: market shifts, resource constraints, changing priorities, or unexpected challenges. While these influences are real, strong leaders resist the urge to use them as excuses. They focus instead on what they can control and how they can respond.
Blaming others or circumstances might feel like self-protection in the moment, but it ultimately undermines trust and credibility. It sends a signal that responsibility is negotiable, which can weaken a team’s commitment to accountability. Leaders set the tone by owning their results, even when the playing field is uneven.
(more…)Kim Kulikowskis, Senior Manager of Sales and Leadership Training at IBSA Pharma USA: Discovering the Right Fit Kim shared how she discovered Personify Leadership while searching for a program that could blend into a six-month leadership development plan. After meeting Michelle at a training event, Kim explored Personify’s program and felt an immediate fit. She appreciated the experiential nature, industry versatility, and strong engagement the program offered—far from the dull, PowerPoint-heavy training sessions she had seen elsewhere. This combination made it ideal for both emerging and current leaders.
(more…)by Michelle Cummings
Every leader faces moments where silence feels safer. A meeting where the dominant opinion goes unchallenged. A decision that doesn’t align with the team’s values. A behavior that crosses a line. In those moments, speaking up is not easy – but it’s essential. That’s the heart of managerial courage: choosing principle over popularity, clarity over comfort.
Managerial courage is not about being loud, reactive, or confrontational. It’s about being steady, clear, and values-driven. It’s about knowing what matters most, and having the discipline to act even when the outcome feels uncertain. True courage is not the absence of fear. It’s moving forward despite it.
(more…)When a plan fails or results fall short, it is human nature to look outward first. We might point to shifting priorities, lack of resources, or the actions of others. While these factors may be real, strong leaders start by looking inward. They ask themselves, “What could I have done differently?”
This mindset is not about self-blame. It is about ownership. By focusing first on your own actions and decisions, you give yourself the power to influence future outcomes. Blaming others may feel easier in the moment, but it leaves you with little control to make changes that lead to improvement.
(more…)by Michelle Cummings
Leadership is not just about what you say. It’s also about what you transmit. Neuroscience now shows that your emotions and behaviors don’t stay contained – they ripple. At the heart of this ripple effect are mirror neurons, a set of brain cells that help people reflect the emotional tone of those around them. Whether you walk into the room stressed or composed, frustrated or calm, others are likely to mirror what they observe in you.
This is not just about mood. It’s about influence. If your team sees you leading with optimism, presence, and grounded energy, they are more likely to respond with motivation and clarity. If they pick up tension, anger, or fear from you – even if unspoken – that emotional tone becomes the room’s new baseline. Mirror neurons are always on. They don’t wait for permission. They reflect what’s modeled.
(more…)It is easy to match the behavior we receive, especially when that behavior is unkind or passive-aggressive. A sarcastic comment may get a sarcastic reply. A cold shoulder might be met with one of your own. In the moment, it can feel like self-protection or even fairness, but it rarely leads to the outcome you want.
Mirroring negative behavior can escalate tension, damage trust, and distract from the real issue. While it may give a temporary sense of satisfaction, it often leaves you questioning whether you acted in line with your values. Leadership requires the ability to pause, reflect, and choose a better path forward.
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