One of our clients recently shared an all too familiar tension. Their senior team members are sharp, seasoned, and committed—but not always aligned. Deadlines slip. Priorities drift. And my client finds themselves caught in a tug-of-war between two leadership instincts: push for clarity and results, or step back and give space.

It’s a challenge many leaders face, especially when leading experienced professionals. You’re not dealing with junior staff who need task-level direction. You’re managing people who expect autonomy, and still look to you for alignment and momentum. That gap—between hands-on leadership and empowered ownership—is where things often break down.

So how do you know when to intervene versus when to let go?

Let’s break this down.

The Temptation to Overcorrect

When results stall, most leaders react in one of two ways:

• Over-functioning: You jump in. Take on too much. Fill in the gaps. It’s faster, cleaner, and it feels like leadership in action.

• Under-...

Sloppy communication is everywhere. It creeps into workplace conversations, casual check-ins, and even crucial project updates. It’s that vague, non-committal response that leaves everyone assuming things will get done—until they don’t. If you’ve ever dealt with a situation where tasks keep falling through the cracks, you’ve probably been a victim of sloppy communication.

Snow More Sloppy Communication

Recently I was speaking with a client, and he gave a perfect example of sloppy communication. The manager of his building company had delegated snow removal, and the conversation went something like this:

Manager: “What’s happening with the snow removal?”
Employee: “We got it handled.”

Fast forward to the next snowfall (because in Canada there is always a “next”), and low and behold, no one was removing the snow. Why? Because “we got it handled” is not a plan, it’s not a commitment, and it’s certainly not an actionable response. It’s a vague assurance that gives the illusion of pro...

Words shape our reality. The language we use in everyday conversations—whether with employees, customers, or even ourselves—has a profound impact on our mindset and emotions. One small and powerful shift in language is how we use the word "need."

The Energy of "Need"

When you say, "I need to do this," where does that energy come from? Need is rooted in fear. It comes from a sense of lack, a place of contraction, and a focus on what is missing. It’s backward-looking, tied to worry and scarcity.

Think about how often you use the word "need."

Each statement carries a sense of pressure and obligation. It’s as if something bad will happen if the "need" isn’t met. But fear-based language doesn’t create—it constricts.

Shifting to "Will" and "Intend"

Now, let’s reframe the same statements with a different energy:

Feedback and criticism are integral parts of personal and professional growth. And, the impact of feedback can vary widely, sometimes hitting us like a grain of salt and other times feeling as heavy as a boulder. Understanding why this happens and how to navigate these varying impacts is key to harnessing the power of feedback effectively.

The Grain of Salt: When Feedback Feels Manageable

When feedback is constructive and delivered thoughtfully, it often feels manageable—like a grain of salt. In these instances, the feedback is usually:

1. Specific and Actionable: Clear, targeted suggestions that offer a path for improvement can feel empowering. Knowing exactly what to work on makes the feedback feel like a helpful nudge rather than a daunting challenge.

2. Delivered with Empathy: When the person providing feedback shows understanding and compassion, it softens the impact. A supportive tone can make even critical feedback easier to digest.

3. Aligned with Personal Goals: If the...