When I was early in my career, still wide-eyed and full of misplaced assumptions, I believed that great leaders were the ones with all the answers. That’s what I thought their job was: solve problems, make decisions, provide certainty. Boy, was I wrong. I found myself in a tough spot, one of those work problems …
When I stepped into a new leadership role, one of the first conversations I had with my manager was about defining my variable compensation metrics. To my surprise, it was a meaningful discussion, not just about numbers, but about priorities. I proposed a KPI that previous leaders had often overlooked, one we could actually influence. …
After being named the top sales performer among more than 500 peers in a national organization, I wasn’t just handed my next role, I earned it. I competed for it. It was a rigorous process, and I was up against the best. But that’s when the story changed. In my previous role, I thrived by …
When I accepted a new leadership role within my company, I didn’t change employers, but it certainly felt like I had stepped into a whole new world. This was a different business unit, a different team culture, and an entirely new set of expectations. For years, the division had been managed by two sales leaders …