Before I read opinion writer David Brooks' recent piece in The Atlantic, I thought it was obvious that reflecting on our actions, attitudes and setbacks was good for our mental health and would promote personal and professional growth.

Examining what happened and culling lessons about ourselves, others and the world, we’d come to acceptance and peace. These reflections would motivate us to transform our insights into positive changes.

Leadership presence is usually described as confidence or charisma, but its real power comes from presence itself. When leaders can stay attentive and grounded, they think more clearly, listen better, and build trust that people feel immediately.

My sister died recently. She’d lived alone after her husband passed away and suffered from numerous serious medical conditions. Living alone was precarious. 

I asked a nurse from the local hospital and my sister’s long-time friend to help me hire a housekeepers and a caregiver to assist her. But my sister was fiercely independent and fired every one. Over time her health sharply declined, as did the state of her house.

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It can seem we’re constantly in flux as our job roles shift, coworkers depart, new people join the team, new tech tools change how we work, and we choose to move to a new job, retire, or start a consultancy.

Ever needed a swift dose of confidence just before an important presentation or a high stakes conversation?

Skip the whiskey shot and try this simple trick to get a surge of assurance from your body’s own neurochemicals.

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A coaching client facing a big transition felt anxious about her future. Unable to see herself in a new context, she feared losing the familiarity, identity and structure of her current situation. I invited her to picture herself gaining experience she wanted and enjoying new friends and new places

In a prior post, I shared a story of a client who used her “embodied self-awareness” to change her behavior in ways deeply aligned with her long-term career goals.

Now I’ll talk about what’s meant by this term, how it differs from the more familiar "conceptual self-awareness" and, most important,

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I’ve been working with a foundation leader for a few months. She started at the foundation 13 years ago and worked her way up to senior leadership.
She’s in a newly created position that at first felt a bit ambiguous. We have worked on ways to think and talk about her new role, gain greater clarity from her boss

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Ever pondered how someone you disagree with strongly came to their beliefs?

Are you baffled by the way people on the same team can view a work situation through many different lenses?

Do you ever wonder why some of your direct reports breeze through their tasks, asking questions to guide them, while others often miss deadlines, but hesitate to ask for help?  

If yes, what steps have you taken to understand what’s

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Do you beat yourself up for interrupting people? Perhaps you want to stop being late or curb your tendency to offer unsolicited advice. Maybe there’s another “bad habit” you’d like to change.

The following 3-step process can help you shift a habit, quiet your inner critic and boost your empathy muscle.

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Do you have trouble making personal or career decisions? It’s easy to confuse the “urgent” with the “important” or choose an option that feels easy instead of the one that’s best. Many of us also tend to say “yes” in the moment, later regretting that answer.

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You probably know a development professional who chose to leave their job due to burnout. Perhaps you are such a person. I certainly am.

My first job as a development director (DD) was at a small nonprofit with a mission I loved. The group had an annual fund fed by very low “membership fees”.  Each year, members were sent a beautiful glossy calendar created through a photo contest the DD managed. Despite its member focus

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I’ve been sleeping more lately. I’m also learning a lot in an intensive and fascinating somatic coaching course. More on the course later.

As I recover from a cold on the cusp of an overseas vacation, I’m practicing “exquisite self-care” so I can enjoy my trip.

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This is what a wise friend of mine told me yesterday when I said I was calling my Congressional representatives to register my opposition to the new administration's war on everything I hold dear.

I'm departing this post from my usual focus on workplace wellbeing. Instead, I'll speak about my own mental health and responses to what's happening on the national scene.

I'd love to know how YOU are faring in the face of all the chaos and damage to our sector and the whole country. I hope you're taking good care and hanging in there.

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Spoiler Alert: I hope I’m not giving away too much when I say the AppleTV+ hit thriller Severance is science fiction. Some of us may wish we could keep our work and personal lives totally separate. But it’s not possible.

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Do you find yourself saying yes to every request from your boss or coworkers? Do you work nights and weekends to get the work done?

I used to overwork a lot. I thought that taking on more and more responsibilities would prove that I was competent, dedicated and worthy of a promotion, a raise or just my current job. It wasn’t until I hit a wall hard that I realized I was no longer able to keep up that exhausting pace.

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For nearly a year, I’ve been coaching a nonprofit leader since her second month in a small direct services organization.

She was hired to lead an important department; it was the first time she’d supervised others.

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I started an intentional gratitude practice about 15 years ago. I asked a friend if she’d like to be my “gratitude partner."

We began daily email exchanges to the other, simply listing all the people, events and things in our lives that we felt grateful for that day.

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If you’re like me, you felt despair last week and more than a bit baffled how the election could have turned out the way it did. I know I traveled a long distance through a thicket of emotions.

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A student in my Nonprofit Management Certificate Course last semester asked, “Why are nonprofit workers paid so poorly?”

A clinical psychologist, she founded a nonprofit to provide subsidized therapy to low-income clients. In a discussion on nonprofit leadership, she said she’d

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I recently led a half-day workshop on staying well at work for 60 staff members of three nonprofits serving people affected by sexual assault, domestic violence and homelessness.

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Like you, I’ve been busy the last few weeks. Sitting down to share my thoughts about leadership, organization culture and workplace wellbeing has been challenging. More soon on what I’ve been up to—all good!

After listening to a recent podcast, I decided I just had to share it.

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After college, I worked as an entry-level staffer in a small nonprofit founded and led by an imposing, outspoken man decades older than me.
 
One day he came into the department where I worked to propose a sweeping change that would double our team's workload without adding new staff.

My co-workers agreed with me that the idea was terrible, but the head of our department wasn’t willing to challenge the boss.

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Last post, I shared several ways nonprofit executives can take good care of themselves and keep burnout at bay.

This post I'll talk about how to build and maintain a positive, healthy culture at work so staff feel supported to do their best work and stick around.

An organization's culture is not the list of values on the website, nor the mission.

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I just heard about the CEO of a small nonprofit who took a month off recently due to burnout. She'd been hospitalized before because of work stress.

Back at work and starting to feel overwhelmed again, she doesn’t see a way out and seems ready to, once again, sacrifice her health for “the cause.”

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