by Michelle Cummings
Real listening is rare. Not the kind where you nod and wait for your turn to speak, but the kind where you fully take in what someone else is saying, even when it challenges what you think or believe. That kind of listening requires presence, humility, and one of the hardest leadership skills to develop: awareness of your own internal noise.
We all carry thoughts, assumptions, and judgments into conversations. It’s natural. But when we let those inner voices dominate, they drown out what the other person is trying to communicate. We hear selectively, prepare our rebuttal, or tune out altogether. The moment we think, “I already know where this is going,” we stop listening.
(more…)Successful conversations do not start with the words you choose in the moment. They start with the thought you put in beforehand. One of the most powerful ways to prepare for a conversation is to consider what drives or discourages the other person. This small step can shift the entire tone and outcome.
Everyone has unique motivators: things that inspire energy, excitement, and engagement. They also have triggers that cause frustration, defensiveness, or disengagement. When leaders take time to understand these factors, they can approach conversations in a way that resonates instead of repels.
(more…)Stress doesn’t always show up as a racing heart or sleepless nights. Sometimes, it slips in quietly and changes how we lead. We get short with our team. We check in too often. We pull back from people or decisions. These shifts might seem small, but they send signals, both to ourselves and to everyone around us.
Most leaders don’t realize how much their behavior changes under pressure. That’s because they’re focused on pushing through. They notice deadlines, not mood swings. They track outcomes, not tone. But stress leaves clues, and your behavior is often the first sign something is off.
(more…)One of the greatest challenges leaders face is not a lack of work to do, but rather the ability to decide which work is worth doing. With competing demands and endless to-do lists, the skill of distinguishing between high-value and low-value tasks becomes essential for effective leadership. The best leaders understand that not all tasks are created equal, and that their time, energy, and attention are finite resources.
High-value tasks are those that directly align with organizational goals, deliver measurable impact, and leverage the unique strengths of the leader. These tasks often support strategic priorities, drive revenue, improve efficiency, or build long-term capacity. In contrast, low-value tasks may keep a person busy but do little to advance broader objectives. While they may provide short-term satisfaction, they rarely produce meaningful results.
(more…)by Michelle Cummings
Communication is one of a leader’s most visible actions. Whether it’s in a team meeting, a one-on-one, or an all-staff email, the clarity of your message influences everything from morale to momentum. Yet in fast-moving environments, many leaders speak before they pause, react before they reflect, and confuse urgency with effectiveness. The result is noise, not clarity.
Taking time to get your message clear isn’t a delay, it’s a discipline. When you pause to ask, “What do I want them to walk away with?” you shift from reacting to leading. That kind of intentionality builds trust, cuts through complexity, and ensures your message actually lands the way you intended.
(more…)Stress spreads fast. One tight conversation, one sharp email, or one visibly tense leader can ripple through a team in seconds. Most workplaces run at a fast pace, and that pace can quickly turn into pressure. Leaders play a central role in either fueling that pressure or calming it down.
When people are under stress, their behavior changes. They may get quiet, reactive, defensive, or overly task-focused. These shifts are often subtle but easy to spot once you start looking for them. The challenge for leaders is recognizing those signs and responding in a way that helps, not harms.
(more…)By Michelle Cummings
Disappointment. Criticism. Failure. These aren’t glitches in the system of leadership. They’re built into the role. What separates effective leaders isn’t their ability to avoid setbacks, but how quickly they recover from them. The ability to bounce back, to recalibrate and reengage, is one of the clearest signs of emotional resilience and one of the most underrated leadership strengths.
When a setback hits, it’s tempting to withdraw or internalize the failure. But resilient leaders pause, assess, and move. They reflect without spiraling, and they take ownership without self-punishment. This mindset isn’t just about confidence. It’s about agility. Leaders who recover quickly keep momentum on their side, and teams mirror that pace.
(more…)Every leader has team members who shine and some who struggle. It’s easy to give praise, attention, and respect to top performers. But true leadership shows up in how you treat everyone, regardless of title, status, or success.
When respect is conditional, trust starts to break. People begin to wonder if their value depends on their last win. They become more cautious, less engaged, and more focused on staying safe than taking risks. But when respect is consistent, people feel safe enough to show up fully, make mistakes, and keep growing.
(more…)by Michelle Cummings
True leadership is revealed not in ease, but in moments of pressure – especially when a choice must be made between personal comfort and collective good. Taking actions that serve others, even when it requires personal sacrifice, is one of the most powerful ways leaders build lasting influence and trust. It sends a message that others matter, not just in theory but in practice.
When leaders consistently put the needs of their team ahead of their own, something shifts. Teams notice. They begin to internalize the message that the leader’s priority isn’t ego – it’s impact. That shift creates safety, loyalty, and motivation. People start leaning in, taking more initiative, and collaborating more authentically because they know their efforts are supported, not exploited.
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At the heart of every high-performing organization is a strong leader – someone who drives the vision, creates the company culture and knows how to call the shots in a time of crisis. Wouldn’t it be great if every company had multiple leaders like that?
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