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We all know that traditional mentorssenior professionals who take an interest in you and your futurecan help in the job search. They have extensive experience, know the terrain, and are likely far better connected than you are. But finding a mentor isnt easyand even if you do have one, it may not be enough to help you in the current job market. With nearly a quarter of recent college grads currently unemployed, its important to think creatively about how to get the support you need to meet the current momentand one overlooked resource is the support of peer mentors. In our researchAlexis as a developmental psychologist focused on college to career transitions and Dorie as a corporate adviser and keynote speakerweve identified the importance of finding mirror mentors: peers who know you well and can offer personal guidance and insight as you look for your next job. By cultivating a small “mentor pod” of peers who are also looking for work, you can help each other think creatively about your goals and job options, polish your materials together, and provide emotional support along the wayindependent of whether you have access to a traditional mentor or not. Indeed, in some aspects, mirror mentors may even be more useful to you. Traditional mentors are typically in demand senior professionals who are unlikely to have the time or bandwidth to provide emotional support or get to know you on as deep a level as your friends. Here are three ways weve found that peer mentors can be transformative in your job search journey. 1. Sourcing opportunities Its common knowledge that most people rely on their social network to help them in their job search. But whats less appreciated is that friends and acquaintancesin addition to vouching for you when you apply for jobs where they have a connectioncan also surface job openings that were never on your radar in the first place. For instance, there might be an internal job board at their company, so theyre able to tip you off about new openings. Indeed, the “hidden job market“roles that never appear on public job boardscan account for up to 70% of open positions, so relying on your social network to help source open positions is key. Peer mentors can also be on the lookout for relevant public job postings; Alexis alerted one friend to a job posting on LinkedIn that was perfect for her. Somehow, the friend had never seen it, but she applied and ultimately landed the role.Your “mirror mentors” can also expand your sense of whats possible by introducing you to new connections in your desired field or company, or by suggesting roles in adjacent fields that may suit your skill set (you may have been intent on a career in journalism, but hadnt considered PR, wheredepending on the positionyou can be paid to create in-depth narrative works paid for by a company or organization). A shared Google Doc noting your nonnegotiables (e.g., I need to stay in New York) and your aspirations (e.g., Id like to hone my storytelling skills) offers an easy way to identify and share links with your posse of peer mentors and crowdsource information during the search process. 2. Providing tactical help Peer mentors dont just offer support: they can also provide hands-on, tactical assistance that you might otherwise have to pay for. Trusted friends in your job search circle might review your résumé or LinkedIn profile to ensure its relevant for your desired field and conveys your professionalism and expertise. One of Alexiss students formed a WhatsApp group to check in with fellow job-seeking classmates and called it a game-changer for getting feedback when preparing cover letters and getting ready for interviews. And once youre offered a position, your mirror mentors can be invaluable when it comes to negotiating your package and closing the deal. One recent graduate was torn after receiving a job offer with a salary far below what she expected. She was tempted to accept given the financial challenges she was facing, but her friends wouldnt let her undersell herself. They helped crowdsource comparison salaries to confirm that this offer was atypically low; one friend even helped her craft an email to turn the offer down and sat with her as she hit send. Saying no felt risky at the time, but with the support of her peer mentors, she soon landed another, more lucrative offer. 3. Offering encouragementand accountability Mirror mentors are also key to helping you recognize your own potential. When self-doubt creeps in, they can remind you of your strengths and encourage you to think bigger. One of our colleagues found a job that aligned perfectly with her interests and experienceexcept she fell short of the exact number of years of experience they noted in the job description. Like many on the job marketespecially womenshe initially ruled herself out and decided not to apply. But when she shared her disappointment with a friend, the response was simple and powerful: Always put your name in. Rejection is hardbut dont reject yourself. That shift in mindset gave her the confidence to apply. Though the company ultimately did not hire anyone due to budget cuts, she felt empowered to apply for “reach” jobs moving forward. Just as important as encouragement is the accountability that peer mentors can provide; when your job search starts to drag and it feels like nothing is working, together, you can remind each other to persevere and keep networking and applying until the right opportunity emerges for you both. Job searches are never easyespecially in these complex timesbut when you have a group of peers who are supporting you, it becomes easier to find and land your dream job. Surround yourself with mirror mentors who know your strengths, introduce you to new opportunities, and refuse to let you settle for less than you deserve. In a market this competitive, your best advantage might just be the people sitting beside you in the trenches.
Category:
E-Commerce
For all the many features it’s been lobbing into the world lately, Trello hasn’t given its most dedicated fans the one thing many of them crave mostand that’s a ticket back in time to the app’s original vision. In an era where most software is in a near-constant state of evolution, the very idea of turning back the clock may sound crazy. But plenty of folks think Trellothe multipurpose organization tool owned by Atlassian since 2014has lost its focus on the streamlined approachability that once made it worth using. An engineer from England is hoping to fix that. He’s built a robust reimagining of the original Trello concept as a fully open-source service. His goal is to offer a way for any like-minded Trello enthusiastsor anyone who might appreciate what Trello used to representa simple, frills-free, productive experience more in line with the Trello of a decade ago. If you’re reading this with wide eyes and an involuntary nodding of your head (or at least the sensation of such nodding, with or without the physical movement), his creation might be just the answer you’ve been coveting. And even if you aren’t, you might be intrigued by the pure simplicity of a productivity tool that’s trying only to do one thingand do it exceptionally well. Trello, reimaginedand reinvented Let’s get one thing out of the way first: Henry Griffiths-Ball probably isn’t a name you’ve heard before. He isn’t one of the famed Silicon Valley startup kings who lives to launch a sizzling new company every few years, nor is he a former employee at Google, Apple, or any of the other places most of the flashier founders seem to come from. He is, however, a soft-spoken, regular-seeming guy who really loves Trelloor at least really loved what Trello once represented. And he’s determined to re-create that old vision for other people who feel the same way, then see where it goes from there. Griffiths-Ball has been using his spare time over the past several months to flesh out something he calls Kan.bnor just Kan for short. Using the service really does feel like stepping into a time capsule and getting back to what once made Trello so special, before it went through the kind of identity crisis that seems to plague so many services sooner or later. And you don’t necessarily have to be a Trello fanatic to appreciate it. But the history of Trello’s evolution is a critical part of Kan’s story. Way back in the prehistoric era of 2011, you see, a developer named Joel Spolsky showed off a show-stealing app he’d built as part of a conference called TechCrunch Disrupt. At the time, it was unlike anything else out thereand it immediately won over throngs of devoted users as a result of its frills-free organizational philosophy. That service, as you may have surmised, was none other than Trello. As TechCrunchs Leena Rao summed up at the time: The web-based application is designed to be the centralized place where all collaborative team work can be assigned and tracked. The startup says that other project management systems are developer-focused, too complex, and dont appeal to a broader community. Trello has been built for any type of workflow, from being a business-focused tool to even acting as [a] personal list-management application. Even in that earliest form, Trello’s calling card was its simplicity. The service revolved around a then-unusual board-based interfacewhat’s now commonly known as a kanban-style setupto make it easy to organize anything into lists of column-based cards. Everyone from engineers to product managers and even lowly journalists eagerly embraced Trello and turned it into their all-purpose organizational epicenter for projects both professional and personal. “it just had this kind of magic,” Griffiths-Ball remembers. “They did something that was so simple but so effective.” In 2014, Trello was acquired by software behemoth Atlassian for a cool $425 million. And that moment, in the eyes of superfans like Griffiths-Ball, is when everything started to change. Whether that’s a positive or a negative is of course in the eye of the beholder, but as someone who’s both used and written about Trello for years now, the app’s evolution is impossible to ignore. At times, it’s struck me as a positive, even exciting progressionsuch as when Trello added a powerful automation system into its software back in 2019, opening up the door to all sorts of interesting new possibilities. Other updates seemed notably less in line with the original vision, such as 2021’s move to add alternate views into the mix alongside the signature Trello boardswith the aim of turning Trello into a more versatile all-purpose productivity supertool like Airtable or Notion. That movealong with the ability to embed things like Google Docs documents directly into Trello cardsfaded away over time, suggesting that it wasn’t exactly eagerly embraced. But the notion of transforming Trello into something more substantial continued, most recently with this year’s full-fledged repositioning of the service as a personal tasks app. When I first wrote about that change back in February, I felt cautiously optimistic that it wouldn’t be overly disruptive for long-standing Trello fans like myself. Heck, the Atlassian executive I interviewed outright told me the service would continue to support “legacy” use cases, in spite of the newfound focus on task management. And, to his credit, it does. The issue is with the final form that evolution adopted. Unlike the early version I saw while working on that article, it buried features that were once front and center and made them cumbersome to access. It was a relatively subtle shift on the surface, but all those extra clicks and all the extra hunting for formerly prominent options made an immediately noticeable difference in how the app felt to use. You can certainly still rely on Trello for any manner of project management, but it feels like you’re jumping hrough hoops to do so and using a service in a way it’s no longer designed to handle. Plain and simple, it’s no longer plain and simple. And it’s hard not to wonder how long it’ll be until at least some of those now-legacy use cases fade even further from the foreground. Trello in 2025 is filled with frills and pushes many of the app’s once-primary functions to the background. [Photo: Trello] I’m far from the only one who’s noticed. A Reddit forum dedicated to Trello is filled with pages upon pages of discussions from frustrated Trello customers venting about the changes, begging for a way to undo them, and asking for recommendations about services to seek out as replacements. It’s the feeling Griffiths-Ball has been struggling with for a while now. So he started looking around to see if anyone had built anything to address the lingering demand for the simple board-based organization concept Trello created and eventually abandoned as a primary focus. “I always had in my head this idea of something like Trello but with a more modern twist and modern design practices,” he says. “I thought I’d take a stab at it and see if I can make something that fits my needsthen share it and see if anyone else is excited about the idea.” And that’s precisely how Kan was born. Back to square oneand beyond The interesting thing about signing into Kan for the first time is that it feels new and electrifyingand yet simultaneously quite familiar, especially if you’ve spent any time in Trello over the years. But it truly is an updated take on Trello’s original form, at least as a starting point. And especially as someone who connected more with Trello’s original vision and mostly just tolerated the more recent pivots and additions, it’s a bit of a revelation to use. At its core, Kan gives you a super-minimalist and frills-free Trello-style Kanban boarda framework for creating any kind of cards and then dragging and dropping ’em across multiple lists in as many boards as you want. And the extent to which Griffiths-Ball has been able to build upon the original Trello vision is staggering. Using Kan is like taking a trip back in time to a simpler, more focused, and even more minimalist Trello. [Photo: kan.bn] For now, it feels like a trade-off of sorts: On the one hand, the experience isnot surprisinglynoticeably less polished and more barebones than what Atlassian presently offers. But on the other, it’s so delightfully refreshing to use a version of the core Trello concept without all the bloat and unfocused compromises that have built up over the years, particularly from those most recent Trello changes. The critical context to keep in mind is that Kan is only a couple of months old and still the result of a single person’s primary effort. Although an interesting asterisk does exist: Griffiths-Ball is committed to building Kan as a completely open-source project, and already, he’s had about a dozen other people contributing on some level to the service. “I’m getting messages from people every day,” he says. “That’s the beauty of open source: You put something out there, and you get immediate feedback from everybodynot just on the product but on the code, the features. That’s something you just don’t get with proprietary stuff.” As part of that open source promise, anyone can view Kan’s underlying code on GitHub and, with the right level of technical prowess, see for themselves exactly what the service is and isn’t doing. And beyond that, anyone with the right knowledge can also take the code and host it entirely on their own cloud storageeven (at least in theory) forking and modifying the software to suit their own personal needs. “Especially in the open-source community, people want products but also want the ability to own their data,” Griffiths-Ball says. “That, to me, is really exciting.” That self-hosting option will always remain both free and freely available, Griffiths-Ball promisesas will the ability for individual users to rely on a fully featured hosted version of the service, without any limitations on core capabilities. Where Griffiths-Ball hopes to make money and make Kan sustainable is with the service’s team plans, where he’ll charge $8 per user per month for a managed setup starting this month. But that’s all for down the road. For now, Griffiths-Ball’s main goal is to keep charging forward toward reaching full feature parity with the conventional Trello concept. High up on his road map (which, naturally, exists as a public Kan board) are items such as search, keyboard hotkeys, notifications, automations, and native desktop and mobile apps (though, as Griffiths-Ball notes, the website works quite well in all contexts for the time being, so there’s really no huge rush to move past tat). The Kan road maporganized, naturally, within a Kan board. [Photo: kan.bn] For many productivity app dwellersmyself includedit won’t be possible to trade Trello for Kan until at least some of those more ambitious elements are addressed. But the foundation is already enough to be promising. And, with Griffiths-Ball confident he’ll reach that all-important point of primary feature parity soon, it’s the next phase that’s truly alluring. Griffiths-Ball, you see, isn’t content simply re-creating what was lost in Trello’s past. To him, that’s merely phase oneand what comes next is largely dependent on the people using his product, particularly with what he’s seen happen to Trello and so many other popular services from the perspective of their original users over time. “I don’t want to make something that nobody asks for,” he says. “I want [the service’s road map] to be led by the usersto know how it’s being used and to make things that actually solve specific problems for those same people.” One early idea is creating a Sunsama-like planner feature that’d bring more useful calendar functions into the Kan environment. But more than anything, the goal is about avoiding what Griffiths-Ball sees as Trello’s failureand that’s focusing on the business first and the vision second. “What’s important to me is usability. I want to hear how people are using Kan and I want to know how we can make it better for people.” Be the first to find all sorts of fascinating productivity apps with my free Cool Tools newsletter from The Intelligence. A single useful new discovery in your inbox every Wednesday!
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E-Commerce
Labor Day has arrived, and with it, the start of meteorological fall. Both are on September 1 this year, and it’s the day many consider to be the beginning of autumn. Astronomical fall, the day when locations on the equator have virtually equal daylight and darkness, begins three weeks later on Monday, September 22. With both starts to fall now within range, and the summer quickly receding, many are looking forward to the cooler weather and explosion of natural colors that come with the season. However, depending on your location, you may see the changing leaves earlier or later than others in the country. But when? These two interactive maps show when the autumn leaves are expected to change color in your area in 2025. Use these maps to reveal when the leaves will change Two excellent interactive map tools can help reveal when the leaves are likely to change in your area. However, it should be noted that no tool is entirely accurate when predicting fall colors, and several factors, including local temperatures and rainfall, can affect when the leaves will change. Still, as September progresses into October and October into November, the leaves will continue to change through their cascade of seasonal colors, progressing from north to south. This means that states in the northern U.S., including Washington, Montana, Wisconsin, and Vermont, will see the leaves change before those in the southern U.S., such as Texas, Louisiana, and Florida. Smoky Mountains Fall Foliage Prediction Map The first map comes to us from SmokeyMountains.com. The interactive tool displays the continental U.S., and you can drag the date slider beneath it to see a swath of colors gradually spread across America. These colors represent the level of coloring of the trees: Green: No Change Yellow: Minimal Peach: Patchy Orange: Partial Red: Near Peak Maroon: Peak Brown: Past Peak Explore Falls Fall Foliage Map 2025 The second map is from ExploreFall.com, and it offers more granular controls. You can use the slider below the map to watch falls colors spread south. However, you can also enter the name of a city or a ZIP code to view a locations current color conditions and the estimated peak date for the area, when colors will be at their most brilliant. The color code for this map is: Green: Little to No Color Yellow: Low Color Orange: Moderate Color Copper: High Color Maroon: Peak Color Black: Past Peak Color When will fall colors be at their peak in 2025? Several factors can affect when the fall colors will reach their peak, including local temperature conditions, rainfall, and other climate events. Location also plays a significant role, with northern states experiencing the leaves changing first and southern states seeing foliage turn later. Northern states, including Montana, North Dakota, and Maine, are expected to reach their peak as early as the first week of October. And southern states, including Louisiana, Alabama, Georgia, and Florida, won’t be seeing their peak until late November. However, for most of America, peak colors will occur sometime within the last ten days of October.
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E-Commerce
Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. CEOs appear to love artificial intelligence (AI). Nearly 95% of chief executives and founders running Inc. 5000 companiesthe fastest-growing privately held businesses in the U.S.say they are optimistic about AIs potential to run their operations. Thats up from 91% who held that same opinion in 2024. Nearly two-thirds of CEOs surveyed by IBM say they currently are adopting AI agentssoftware that autonomously performs tasks. CEOs still on the AI fence But many CEOspresent company includedare lagging when it comes to adopting AI in their personal and professional routines. When I recently sought responses from global CEOs on how they use generative AI to do their jobs, the only leaders who responded were entrepreneurs and tech executives. The New York Times recently published a piece highlighting the deficiencies of AI usage in corner offices. AI is weird and off-putting, Ethan Mollick, an AI expert and professor at the University of Pennsylvanias Wharton School, told The Times. Theres a lot of psychological resistance to using the systems even for people who know they should be doing it. So, I was pleased when Jim OLeary, Weber Shandwicks North America CEO and global president, agreed to talk about his AI journey. Weber Shandwick is a 4,000-person communications consultancy, and OLeary advises CEOs on navigating business issues, including AI adoption and usage. Turning the office of the CEO into an experimentation test bed enhances Weber Shandwicks credibility with clients. If Im going to advise clients, I need to be able to master for myself what Im advising them on, he says. Having done it for ourselves, it puts us in a position to be able to show versus just tell. Leadership’s lab experiment OLeary says he started the process about six months ago by assembling his executive administrator, his chief of staff, Weber Shandwicks chief innovation officer, and a technologist to discuss what they ultimately wanted AI to enable. They decided that they wanted a tool that could summarize meetings securely; a system that could gather and prioritize information such as news and research; and a repository for all that knowledge but also Weber Shandwicks library of press releases, presentations, CEO memos, and more. They also wanted AI agents that could automatically generate specific projects and a way for all the software to work together. Maintaining privacy, confidentiality, and security protocols was table stakes. Building this AI innovation ecosystem has involved considerable up-front work and some customization, but the end result, OLeary says, is a system that automatically processes, summarizes, and prioritizes the information he needs to do his job. And while his administrative assistant and chief of staff still review much of what the system creates for him, OLeary says the output keeps getting better. Scaling the CEO OLeary says this AI-powered approach has also allowed him to essentially scale himself. Knowledge doesnt just live in my head or inbox, he says. It exists in a widely accessible way that informs our work and systems. For an all-hands email, for example, OLearys writing agentwhich is accessible to everyone in the CEO officeis capable of producing a high-quality draft tapping the central repository for relevant meeting notes, timely articles hes saved via a news curation platform, and his library of memos (to get his writing style and tone right). I asked OLeary if hes contemplated creating a chatbot that employees could query instead of coming to him for answers. (Nearly half of CEOs surveyed in 2023 by online learning company edX said most or all their work could be replaced by AI.) He says he hasnt turned himself into a bot, but Weber Shandwick employees do have access to a proprietary platform called Halo, whose AI agents leverage the consultancys intellectual property to produce client-specific press releases, proposals, and more. OLeary says his offices embrace of AI has, in turn, stoked employee usage of AI software. I think its empowering the team, he says. These tools are also giving the CEO the most valuable return: time. OLeary estimates hes saving one to two hours per day, which he can reinvest in higher-value activities. He says he now has more time for blue-sky thinking, more time for leadership development of my team on AI. Perhaps above all, maybe I get to spend a little more time with my kids. How do you use AI? As a CEO, are you leading by example on AI? What are some of the ways youve deployed AI, and what are you doing with the time youre getting back? Send your examples to me at stephaniemehta@mansueto.com. Ill feature some of the most compelling case studies in a future newsletter. Read more: CEOs using AI 25 AI hacks high-growth founders swear by How 7 startups are deploying AI now Will your next CEO be AI?
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E-Commerce
Every human being, leaders included, has blind spots. These arent flaws in character or failures of competence, theyre simply the unseen gaps between intention and impact. Most of us dont realize these blind spots are there until something goes wrong: a team misfires, communication breaks down, or feedback loops fall silent. But what if you could learn to detect, and even predict, those blind spots before they undermine your leadership? The key lies in understanding your leadership style, particularly through the lens of personality diversity. The Hidden Costs of Blind Spots Blind spots can take many forms: an overemphasis on results at the expense of relationships, an aversion to conflict that stifles honest feedback, or a tendency to micromanage when stressed. Often, these patterns emerge because were wired a certain way, with our habits of perception, communication, and decision-making shaped by our personality tendencies. When left unchecked, these tendencies become predictable pitfalls. And in the complex dynamics of todays hybrid, fast-moving workplaces, the cost of not seeing yourself clearly can be high: lost engagement, missed innovation, and eroded trust. Leadership Style Isn’t Just a Buzzword Understanding your leadership style isnt about fitting into a box, its about recognizing how you naturally lead, and where you might unintentionally lead others astray. One powerful approach comes from personality diversity frameworks like the E-Colors, which segment human behavior into four primary tendencies: Red (action oriented), Green (analytical), Yellow (social and optimistic), and Blue (empathetic and caring). Most people exhibit a combination of two dominant E-Colors, which shapes how they communicate, make decisions, handle pressure, and relate to others. For example: A leader with Red/Yellow tendencies may be dynamic and persuasive, but risk steamrolling quieter team members. A leader with Blue/Green tendencies, meanwhile, may be thoughtful and supportive, but struggle with quick decision-making under pressure. Recognizing these patterns is all about awareness. Once you understand your natural style, you begin to see not just what you bring to the table, but what you might be missing. Three steps to spot and manage your blind spots 1. Know Thyself (Really) Most leaders assume theyre self-aware. But research from Tasha Eurich and her team has shown that while 95% of people think theyre self-aware, only about 10% to 15% actually are. Personality assessments, when well-designed and behaviour-based, can act as a mirror that reflects back not just your strengths, but also your triggers and tendencies under stress. Ask yourself: What kind of situations bring out the best in me? When things go sideways, how do I typically react? What do others frequently thank me, or warn me, about? A Red/Green leader, for instance, may pride themselves on logic and decisiveness. But under pressure, that same logic can turn into coldness, and decisiveness into dismissiveness. Recognizing that pattern is the first step toward managing it. Leadership blind spots by personality style E-ColourCore StrengthsPotential Blind SpotsWhen Under Pressure Red (action oriented)Decisive, driven, results-focused, quick to actCan appear bossy or impatient, may override others’ input, struggles to listen deeplyMay become controlling, aggressive, or dismissive of emotions Green (analytical & logical)Detailed, logical, process-driven, focused on accuracyMay overanalyze, resist change, delay decisions, lacks emotional expressionCan withdraw, become overly critical, or shut down communication Yellow (social & optimistic)Enthusiastic, inspiring, people-centered, creativeMay talk over others, avoid structure, dismiss detail, or fail to follow throughMay become disorganized, reactive, or emotionally erratic Blue (caring & empathetic)Supportive, patient, dependable, relationship-focusedCan avoid conflict, resist fast decisions, fail to speak up, and over-accommodateMay become passive, disengaged, or overwhelmed by others’ needs 2. Invite honest feedback, then listen deeply Blind spots are, by definition, hard to see. Thats why intentional leaders proactively seek feedback, not just once a year, but as an ongoing dialog. The trick is not just asking for feedback but making it safe for others to give it. This is especially important when your leadership style may unintentionally discourage openness. For example, a Yellow/Red leader might radiate enthusiasm but dominate conversations, making it hard for others to express disagreement. By understanding this, they can slow down, ask more open-ended questions, and truly listen, creating space for perspectives they might otherwise miss. Try this: At your next team meeting, ask, Whats one thing I could do more of or less of to support your work better? And then say thank you. No justifications, no explanations, just listen. 3. Use Personality Diversity to Build Balanced Teams Diversity isnt just about backgrounds, its also about brains. A Yellow/Blue leader might be great at building a nurturing, collaborative culture but benefit from having a Red/Green colleague to inject structure and drive results. High-performing teams arent made up of people who all think alike, theyre made of people who understand how they think differently and can adapt accordingly. When team members know each others personality styles, theyre better equipped to resolve conflict, leverage strengths, and avoid collective blind spots. 4. Bridging Awareness and Action with Personal Intervention While recognizing your leadership blind spots is one thing, responding to them in the moment is another. Thats where Personal intervention becomes invaluable. While the lens of personality diversity allows you to identify your natural behaviors and preferences, Personal intervention is the actionable skill that allows you to pause, reflect, and choose your response, especially in those critical moments when your default tendencies might otherwise take over. At its core, Personal intervention is a simple but powerful self-regulation tool that empowers leaders to break free from autopilot reactions. Whether its choosing not to interrupt (if you’re naturally dominant), taking a stand (if you tend to avoid conflict), or slowing down your decision-making (if you’re overly action-oriented), personal intervention creates the space for intentional leadership. In high-pressure, emotional, or high-stakes situations, the very environments where blind spots often surface, this practice can be the difference between a reactive misstep and a response that aligns with your values, your vision, and the needs of your team. Developing this muscle of choice transforms awareness into action and helps leaders show up in ways that inspire trust, adaptability, and effectiveness. From Awareness to Action Spotting your blind spots is a practice built and refined over a lifetime. It means choosing response over reaction. It means embracing vulnerability and being willing to grow in public. It means moving from autopilot to intentional leadership. Understanding your leadership style is merely the first step to a more connected, more resilient, and more effective way to leadan evermore essential skill in a world that demands more humanity from our leadership than ever before.
Category:
E-Commerce
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