A new year has a way of sharpening our vision. January invites reflection, possibility, and the honest question every leader must eventually ask: What needs to change if I want different results? The Eyes of a Leader remind us that progress begins with clarity, not ambition alone, but the ability to see what truly serves our goals and what quietly holds us back.
One of the most effective ways leaders gain this clarity is through the Start–Stop–Continue mindset. Rather than adding more resolutions or piling on new initiatives, this approach encourages leaders to pause and evaluate behavior. It asks three simple but powerful questions: What should I start doing? What should I stop doing? And what should I continue doing because it’s working? Research on behavior change shows that sustainable growth comes not from doing more, but from doing the right things consistently.
The Start lens focuses leaders on intentional action. Starting doesn’t mean reinventing everything—it often means adopting one or two behaviors that directly support desired outcomes. For some leaders, that may be starting regular reflection time. For others, it may be initiating clearer communication or more frequent feedback. Small, focused starts create momentum and signal commitment to growth.
The Stop lens is often the hardest, and the most freeing. Leaders are busy, and not all busyness is productive. Stopping requires courage to let go of habits, tasks, or behaviors that no longer align with priorities. Research on productivity and goal attainment consistently shows that eliminating low-value activities creates space for strategic thinking and higher-impact work. What leaders stop doing is just as important as what they start.
The Continue lens brings balance. Too often, leaders overlook what’s already working in the pursuit of improvement. Continuing effective behaviors reinforces strengths, builds confidence, and sustains progress. Recognizing what to continue also helps leaders avoid unnecessary change that disrupts momentum. Growth isn’t always about fixing; sometimes it’s about reinforcing what’s right.
What makes Start–Stop–Continue especially powerful is its focus on alignment. This mindset helps leaders connect daily behaviors to long-term goals. Instead of reacting to urgency, leaders respond with intention. Over time, this clarity improves decision-making, strengthens accountability, and increases the likelihood that goals move from aspiration to achievement.
The Eyes of a Leader also recognize that clarity is not a one-time exercise. As goals evolve, so must behaviors. Leaders who revisit Start–Stop–Continue regularly stay adaptable and self-aware. They course-correct early, rather than waiting until results drift off track. This ongoing reflection is a hallmark of resilient, effective leadership.
As you step into a goal-setting session, consider what clarity could unlock for you and your team. A fresh year offers a powerful reset, but only if paired with intentional action. If you’re ready to sharpen your leadership vision and align your actions with what matters most, registration is now open for upcoming Personify Leadership programs designed to help leaders turn insight into meaningful progress.
~Michelle Cummings, Personify Leadership
How price-of-entry values and uniquely you values shape courageous, trusted leadership
Courageous leadership isn’t defined by bold gestures or charismatic speeches. It’s revealed in moments of pressure – when decisions are difficult, tradeoffs are real, and values are tested. The Spine of a Leader represents what keeps us upright in those moments. That strength comes from clarity around values – specifically, understanding the difference between price-of-entry values and uniquely you values, and how both guide leadership behavior.
Price-of-entry values are the baseline. At Personify Leadership, those values are Honesty, Integrity, Respect, and Trust. These are not aspirational ideals; they are expectations. They define how leaders must show up to earn credibility and belong in leadership. Living these values doesn’t make a leader exceptional – it makes them reliable. They are the cost of admission.
(more…)Leadership is not just about vision – it’s about follow-through. The Feet of a Leader represent how we move, act, and take responsibility for results. Accountability lives here. When leaders understand accountability as more than personal responsibility – as something that operates at the self, team, and organizational levels – they lead with clarity, alignment, and purpose rather than reaction or blame.
The first level of accountability is Self. This is where leadership begins. Accountability to self means owning your choices, behaviors, and impact – especially when outcomes aren’t ideal. Leaders at this level ask, “What is within my control?” and “How am I contributing to this situation?” Research consistently shows that leaders who practice self-accountability build credibility and trust because their actions align with their words. They model responsibility rather than deflection.
(more…)How the Feedback Loop model helps leaders move from reaction to reflection
For most leaders, receiving feedback can feel uncomfortable. Our instinct is to defend, explain, or justify. Yet feedback, when approached with openness, can be one of the most powerful tools for self-awareness and growth. The Ears of a Leader practice challenges us to listen beyond the words, applying the Receiving Feedback Loop to turn feedback into meaningful action rather than emotional reaction.
The first step in the Feedback Loop is being in the right frame of mind to receive feedback. When we’re defensive, distracted, or emotionally reactive, we simply can’t process input constructively. Great leaders pause before feedback conversations to center themselves, taking a breath, quieting inner dialogue, and setting an intention to listen with curiosity rather than judgment.
(more…)Why understanding others’ emotions makes feedback more effective, lasting, and human.
Feedback is one of the most powerful leadership tools, and one of the most misunderstood. Too often, leaders focus on delivering feedback efficiently rather than effectively. But great feedback isn’t just about what you say, it’s about how you connect. Empathy is the bridge that turns feedback from a critique into a conversation, from correction into growth.
Empathy allows leaders to see feedback through the receiver’s eyes. It’s the ability to understand how your words will land before you speak them. Research from the Center for Creative Leadership shows that leaders who demonstrate empathy are consistently rated as higher performers by their teams and superiors. When feedback is delivered with understanding and respect, people don’t shut down, they lean in.
(more…)How leaders shape trust and innovation by recognizing when openness is reprimanded, and when it’s celebrated.
Vulnerability in leadership is often misunderstood. Many leaders believe that showing uncertainty or asking for help undermines their credibility. Yet, research on psychological safety tells a different story: vulnerability, when modeled and rewarded, is one of the strongest catalysts for trust, learning, and innovation. The difference between thriving teams and fearful ones often comes down to how vulnerability is treated, whether it’s reprimanded or rewarded.
Reprimanded vulnerability occurs when openness or honesty is met with criticism, shame, or exclusion. Think about a time when someone admitted a mistake and was blamed rather than supported, or when a team member shared an idea and was told to “stay in their lane.” These responses, though sometimes unintentional, teach people to stay silent. Over time, psychological safety erodes, creativity declines, and trust is replaced by self-protection.
(more…)How recognizing and valuing diverse perspectives strengthens trust, collaboration, and performance
At its core, leadership is about connection, and connection begins with understanding. In today’s diverse and global workplace, leaders who can recognize and appreciate different perspectives, cultures, and experiences are better equipped to build trust, foster collaboration, and make stronger, more inclusive decisions. This isn’t just a matter of awareness; it’s a matter of skill, empathy, and intention.
Research from Harvard Business Review and Deloitte consistently shows that teams led by inclusive leaders outperform their peers in innovation, problem-solving, and engagement. The reason is simple: when people feel seen and valued for their unique experiences, they bring their full selves to work. They contribute more ideas, take greater ownership, and engage more deeply with their teams. Inclusion fuels performance because it makes people feel they belong.
(more…)Delegating a task is not just about assigning work, it is also about setting clear boundaries around decision-making and authority. Without this clarity, misunderstandings can arise, leading to frustration, delays, or outcomes that miss the mark. Our definition of Delegation is: Sharing Authority and Responsibility with another person. When this is communicated well, it’s a recipe for success. When this is left up to interpretation, it’s a recipe for disaster.
When leaders fail to define the level of authority, team members may either overstep and make choices they were not meant to make, or hesitate and delay progress because they are unsure what decisions are theirs to own. In both cases, the work suffers and trust can be strained.
(more…)Effective leadership is not about always being involved or always giving space. It is about knowing when each approach is needed. Some situations call for a hands-on style, where you give detailed guidance, offer close support, and monitor progress closely. Others benefit from a hands-off style, allowing the person to take ownership and work independently.
The right approach depends on both the nature of the task and the needs of the person doing it. A high-stakes, time-sensitive project with unclear steps might require you to be more involved. On the other hand, a skilled team member working on familiar ground might do their best work with minimal oversight.
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