When you strengthen your ability to see clearly, you make better decisions. You respond more effectively to challenges. And you lead with greater confidence and consistency.

It is easy to move quickly, especially when emotions are running high. However, one of the most valuable leadership skills you can develop is the ability to create space between your initial reaction and your ultimate response.

In leadership, failure requires action. When something does not go as planned, how you respond matters as much as what happened. So, what do you do when you realize you or your team have failed?

Leaders who struggle to process emotions effectively often experience decision paralysis. They may sense tension, uncertainty, or competing perspectives but lack the clarity to move forward. This can show up as hesitation, overanalysis, or constantly revisiting the same issue without resolution. To others, this reads as indecisive or unsure, even when the leader is genuinely trying to make the “right” choice.

When something does not seem right, do not wait six months to get expert advice (😊). Sometimes the surprise is not the diagnosis or the rejection. Sometimes the real surprise is what it has to teach us.

Today, emotional intelligence, or EI, is widely recognized as a critical factor in leadership effectiveness, professional growth, and personal fulfillment. Emotional intelligence influences how we manage ourselves, how we interact with others, and how successfully we navigate complex situations.

Life is not meant to be a race against everyone around us. It is a race against the person we were yesterday.

So, who are you? Not who you hope to become. Not who you are working toward. Who are you now?

“The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities.”¹ Not too easy. Not too difficult. Just right.

Record-breaking cold has settled across Maryland and much of the country. Snow and ice remain longer than usual, sidewalks remain treacherous, and daily routines feel disrupted. Even the simplest pleasures, stepping outside for fresh air, walking the dog, or watching children play, suddenly require extra effort or are avoided altogether.

Do you remember the line leader from elementary school? The student chosen by the teacher to lead the class to the lunchroom, the library, the gym, wherever you were headed next. It was a special job. Sometimes it rotated, sometimes it was a reward for good behavior. Either way, being the line leader mattered.

A few months ago, I decided to start baking bread. This entire bread baking journey mirrors my experience as a small business owner. How is that?

I share this story of two executives who created a culture that functioned as a life raft. We all fit in it, and we were all rowing in the same direction. They understood something many leaders miss: that culture lives in the small, repeated moments where people connect, exchange, and belong.

That may be a question better suited for a psychologist than a coach. However, what I do know, from both personal experience and from working with clients, is this: while we may not be able to control the arrival of emotions, we can control how we redirect them and how much influence we allow them to have. That distinction matters.

In 2026, I want to bring my best self forward. This isn’t about being critical of myself or dwelling on what I didn’t do. It’s also not about celebrating accomplishments or patting myself on the back. Instead, it’s about recognizing the moments when I showed up well in 2025, when my words, actions, and presence reflected who I want to be, and choosing to expand those moments in the year ahead.

When I was in second grade, I remember hurrying through my reading assignments so I could be the first one finished. I am sure I did not read every word of whatever story we were assigned. Thankfully, it did not impact my ability or desire to read. Still, that memory has stayed with me.

I have been working with a leader and her team through their leadership development program, providing emotional intelligence training and one-on-one coaching. These sessions have given me a front-row view of their dynamics. While no team is perfect, this group demonstrates several qualities that signal the makings of a great team. Let me explain.

Many people experience emotions deeply but keep them contained. They may know exactly what they are feeling, yet hesitate to share it with others. This gap between recognition and expression can quietly shape both personal relationships and leadership effectiveness.

Growth doesn’t always happen in a straight line. Sometimes, it curves toward a direction that fits us better than the one we planned. As for me, I’m entering 2026 with gratitude for the unexpected turns and excitement for what’s next.

Sometimes you need to find someone to emulate, someone who’s gone before you and done what you want to do.