The people who shaped our thinking over the years do not have to be the people guiding us today. Sometimes, the most important professional development move is recognizing when it's time to sunset the influences that no longer serve our growth.

When leaders can't use the phrase “I'm struggling with this transition and I'm getting help,” frustration becomes everyone's problem. The steady hand becomes the clenched fist.

After two straight losses, the Eagles didn't panic — they stayed steady. Leadership teams navigating change need that same approach. When everything is shifting, people don't need more agility. They need steadiness — and that's harder than it sounds.

"Had potential to be” might be the most useful phrase in business and life. Here's why the gap between expectations and reality is universal, and how to strategically operate through that space.

Six years ago, I was responsible for sending an email to announce the death of an employee after a tragic accident. In the weeks that followed, I resigned from my role. This is about what grief taught me about leadership and the kinds of losses we cannot name.

It's 2:30 PM on a Tuesday. I'm giving strategic advice to a client about staying calm and focused during growth. Meanwhile, I'm questioning everything because the Phillies just blew another lead, and the world feels chaotic. This is a fractional executive reality during the hunt for a red October.

Fractional work can be incredibly powerful. It's also nuanced, complex, and requires more than just showing up part-time. The most valuable fractional executives are partners who can rapidly diagnose organizational needs and create a meaningful impact on a shorter-than-average timeline.