When we make choices based on our values, it can be difficult to withhold judgment when someone else lives by different values and rules.

Seeking perfection appears to be a good strategy to avoid criticism and to feel successful.

Let’s aim for healthy balance, learning how to have our own back (no more self-repression and self-abandonment) without playing the victim when things get uncomfortable.

The meaning we attach to things is completely subjective. Where some people see a catastrophe, others see opportunities.

The purpose of this post is to help those of you who struggle emotionally at the thought of having to let go employees, but no longer have a choice.

Please realize that if you only want to do what is comfortable, you are limiting yourself.

Simply saying something doesn’t guarantee that people are on board, and repeating yourself is not going to make a difference.

We are seeing more mental health issues, anxiety, fear, insomnia, heart palpitations, attention deficit, etc. than ever before

The reward for excellent work in higher education leadership is being given more work.

Before you promote them, please realize that moving from “being good at executing tasks” to “leading people, being strategic, inspiring respect, and making tough decisions” is a huge leap.

Are you frustrated by some of your employees who don’t act professionally?

Are you facing budget cuts and looking for ways to reduce expenses? If yes, you are not alone.

While humility is honorable, lack of self-advocacy is a missed opportunity.

Most higher ed. leaders are under pressure and feel stressed because of all the demands placed on them.

The biggest mistake I see leaders make is to wait until they are overwhelmed, feel pushed over the edge, then complain to their supervisor.

If you are seeing high turnover and changes in leadership at your university, college, or department, you are not alone.

You’ve been doing the job for a period of time now, have worked hard, and you know you deserve to be selected for the permanent position but the process has to give an equal opportunity to anyone…

You have a mission, you are fighting for a cause dear to your heart, and despite your efforts, you don’t see progress.

Confident people are those who focus on service, or on their mission, and spend very little time and energy asking themselves how they compare with other leaders.

What people think they are, and what they think they are not, determines the decisions they make and the actions they take (or don’t).

Some individuals feel powerless, not realizing that their maladaptive coping mechanisms can be changed, and their habits aren’t their identity.

Have we forgotten that pain can be an indication of progress?

A coach who doesn’t have strong expertise in higher education will lead you in the wrong direction.

What it means to do your due diligence before making a decision, without creating delays!

I invite you to be intentional about what you want to do, and to reflect on the following steps you could take before leaving.

Some higher ed. leaders have normalized the discomfort they experience, but it’s not painful enough to force them to change.

Know what you are here to accomplish, be professional, be appropriate, and read the room.

Pause and learn what other people think and feel, as well as what their goals and challenges are. What kind of pressure are they under? How well are they coping? Is there anything you can do to support them, or at least to show sensitivity?

I am here to remind you that there are two essential components to feeling energetic: (1) mindset and (2) movement.

Here are some examples of behaviors and habits that feed helplessness instead of fostering problem-solving and creativity.