As a result of implementing what she taught us, reading a dozen or so books on how to manage your own think if YOU started here, you would be surprised how much progress you could make in a pretty short time Savings, coins, time, energy, skills, things you can do that you have currently been paying for. Look for ways you are nickel and diming yourself to death. Until next time, Corey Jahnke Follow me on Facebook, Instagram, LinkedIn, and visit my website for more

have learned to distinguish between performance and presence, between proving and serving, between managing

Communities expect affordability, reliability, and transparency, often at the same time.

A leader who manages their own anxiety through control teaches the team that autonomy is conditional. Over time, the team learns that candor isn’t just allowed, it’s valued. lives in the conversations that don’t happen, the ideas that don’t get raised, the problems that get managed But they are the questions that separate leaders who develop people from leaders who simply manage them

Over time, this load compounds, reducing clarity, slowing execution, and increasing reliance on individual What load can be removed, not managed?

Discover your mood patterns, identify stress and overthinking loops, track emotional shifts over time

This article explores how we, as prevention leaders, can navigate these turbulent times with courage, E: Engage with agility This is not the time for rigid methods. Test new messaging.

For senior managers and executives, this often shows up as faster decision preparation. and Zapier push this further by removing routine coordination work that often accumulates around top management turned into a structured summary, with owners and next steps sent to Slack, Notion, Gmail, or a task manager adoption remains superficial, a few tools are introduced, some repetitive tasks become faster, but the management Teams become less critical, managers rely too heavily on polished AI outputs, discussions become shallower

It grows every time an ordinary person decides to leave the world a little better than they found it. It requires ordinary acts of courage repeated millions of times. Tell the truth.

This question is older than corporations, older than modern management theory. A manager can hold a superior title, hire, fire, and yet still struggle to get genuine commitment from In The Prince (1513), Machiavelli describes a good leader as one who can tame the fickle goddess of fortune John Locke later offers a related idea through the concept of executive power: Laws govern normal times

Time pressure intensifies. Mistakes are still quietly (or not so quietly) punished. becomes adaptive Compliance masquerades as engagement ( while global disengagement figures remain at all-time In environments where: Errors carry disproportionate and often unfair consequences Time pressure dominates Change initiatives become command-and-control and ‘a process’ to be followed to comply with a project management cost of misunderstanding safety Longitudinal research into workplace stress, incivility, and micro-management

It’s that time of year again when people start to look back over their year at what they’ve accomplished or what they haven't and it’s usually about this time that the panic sets in. You look back at the goals you announced (out loud) that you were going to achieve by this time of the a society that creates to do lists and check mark done and then we move on, and we don’t allow for time I believe that timing is far more important than the deadline that we put on our goals.