Thoughts. Reflections. Intentions.

How often do thoughts like this run through your mind at work? “That’s a ridiculous idea. It’s never going to work.” “This is going to sabotage our entire strategy.” “She always finds a way to make things harder.” “This is just another pointless project.” If you’re being honest, the answer could be “constantly.” And that might mean you’re caught in the cynicism trap. What does that mean for your leadership practice? How you approach a challenge says a lot about your mindset—and, ultimately, the results you create. When you lead with cynicism, it can erode trust, damage morale, and limit Read more.

Sometimes, the statistics surrounding burnout are shocking. Consider these figures: SHRM’s Employee Mental Health research series revealed that 44% of us feel burnt out at work, 45% feel “emotionally drained,” and 51% feel “used up” at the end of the workday. A Workforce Institute study found that 35% of leaders reported being stressed at work, and 42% said it was due to stress they put on themselves. Another study showed that while 97% of Americans understand the importance of self-care, more than half felt burnt out last year. What does this say about the gap between work and well-being? Clearly, Read more.

We’ve all felt the pressure to work harder, longer, and take on more. Even pre-pandemic, it was clear we had a problem. At the start of 2020, nearly three in five employees reported negative effects of work-related stress. The problem is so severe that the World Health Organization (WHO) officially declared burnout an “occupational phenomenon” in 2019. This classification emphasizes its prevalence and potential health impacts—and it underscores the need for leaders to take a proactive stance on identifying and addressing burnout in the workplace. Despite the fact that symptoms of burnout have been simmering for years, it seems many Read more.

Maybe this has happened to you: you get a text from a friend that says, “Not sure about this.” How do you interpret that? Are they unsure about plans you made? Are they agonizing over a decision they need to make? Or is it something else entirely? The uncertainty sends you into a tailspin of what-ifs and worry. Now, imagine this scenario at work: you ask your team to propose a set of metrics to track your department’s performance. When you get the proposal back, it’s not what you expected. The metrics are broad and varied and won’t really shed Read more.

Everywhere you turn, AI dissenters seem to be arguing that artificial intelligence is a threat to humanity. They say that not only is AI poised to steal our jobs, but it’s also disrupting human connection, eroding our empathy, and challenging our ethics. At Transitions Coaching, we help people live, work, and lead more humanly. With that emphasis on our humanness, you might assume we fall in line with the AI naysayers. But we believe that to be human is to be curious, and our curiosity compels us to embrace exploration, examine alternative angles, and look at things from different perspectives. Read more.