Clear communication and transparency goes a long way, but don’t get it wrong, the opposite communicates just as much.

Use it or lose it… A common phrase you hear in the world of health and wellness, learning principles, skill development, and so on. AI tools like ChatGPT magnify this principle. They’re great TOOLS to support, but an over reliance will lead to degradation of very important

Surrender the results to the process. It’s not a passive act of giving up, it’s an active act of giving over. We’re not giving up on the results, we’re giving them over to the process.

“A ship is always safe at shore, but that’s not what it was built for.” We as humans are built for more than “safe”. Not in a sense of putting your life at risk, but in the sense of pursuing a passion and purpose, which often risks comfort. The open sea is a terrifying place,

Timing is under-acknowledged aspect of coaching that plays a massive factor in behaviors changed and insights gained. People will learn when they are ready to learn, not when you’re ready to teach. This isn’t a crutch for you to wait for perfect timing, but a nudge to be

Inspiration is fleeting. When you feel it, act.

If everyone in the world had the habits that you do, would it be a better or worse place?

We have a debilitating habit of pouring most of their time, energy, and attention into things that don’t move the needle a whole lot. Being extremely disciplined in taking a multivitamin everyday but eating garbage. 20% of the inputs produce 80% of the outputs. Identify that

“It's not about knowing what to say. It's about being there when nobody knows what to say. The only thing people need to hear is, "You are not alone." And that doesn't require words. It just requires your presence." - James Clear

When faced with a decision, the natural instinct is to focus on the facts of the matter, when in reality one should turn their attention to the tradeoffs. “There are no solutions, only tradeoffs.” When we can consider these, we’re much more informed to make a decision we can

If you have feedback for someone you work with (whether that’s above, below, or lateral), you have a responsibility to deliver it. Sitting on feedback is like watching that person drown while holding a life jacket on the boat. It’s challenging, difficulty, and often

Hunt for the little moments in your day. Instead of mindlessly moving from task to task, search for a small memorable moment that you could tell a story about. Ask yourself: what is the moment I’m going to experience today?

The goal is never to eliminate the negative voice in our heads. Like a wet bar of soap, the harder you squeeze, the harder it is to handle. Instead, the goal is to be flexible in the face of it. Debate with yourself, shift your attention and focus to the task in front of you,

people often don’t remember what you say, rarely remember what you do, but almost always remember how you made them feel.

It’s not enough to engage the heads of the people you lead. Explaining the what, why, and how of decisions are necessary, but not sufficient. You must engage the head AND the heart. Make it appealing, get their fingerprints all over it, empower autonomy, extend trust. All ways

Van Gough on adversity: “If you hear a voice that says do not paint, by all means paint and that voice will be silence.”

“A man thinks he can fly, but is afraid to jump. A poor friend pushes him from behind, a good friend jumps with.”

Pretending your problems aren’t there is a sure fire way to make them bigger than they are. Don’t think of a purple elephant. I bet you a good amount of money that you did. Acknowledge that the problems are there, make a plan of attack that focuses on the controllable