The start of the year has felt like a carry on suitcase season.

Facilitating SDI in the Bahamas, talking about what really drives us when pressure rises.
Sitting in rainy Seattle in circles of Appreciative Inquiry and Strengths, asking not “what’s broken?” but “what’s strong and worth building on?”
And then a goals session at the beach in Malibu, toes in the sand, asking leaders what they actually want this year to stand for.

Three completely different backdrops. Same quiet ache underneath. Leaders trying to steady their people while the world keeps speeding up.

I wrote for Fast Company about heart-centered leadership in the age of AI (see below), and the irony isn’t lost on me. The more advanced everything gets, the more human the work becomes.

Strategy matters. But so does self-awareness and investing in your team. At the start of this year, these could be the most strategic areas of all.

Where Technology Ends & Leadership Begins

In a world obsessed with AI and automation, what *really* sets great leaders apart? Hint: it’s not more tech, it’s more heart. Fast Company recently sat down with us to explore why self-awareness, empathy, and authentic human connection are emerging as the true leadership superpowers of 2026 and beyond.

In the conversation, we share why the future of leadership isn’t about competing with technology, it’s about doubling down on what makes us human. If you’re thinking about how to future-proof your leadership (or your organization), take a few minutes to read the full article.

Read The Full Convo Here

BEGIN DEVELOPMENT SPOTLIGHT

FEATURED READS:

New Gallup Research: When Great Doers Become Struggling Leaders

Gallup’s latest research challenges a common assumption: high performance doesn’t automatically translate into strong leadership. Promoting top frontline employees without assessing managerial talent can lead to lower engagement, for them and their teams. A sharp reminder that how we choose and prepare leaders matters just as much as how we develop them.

Learn More

HBR: Stop Confusing *Nice* with *Good* Leadership

“Nice” leadership avoids friction. Good leadership creates progress. In Harvard Business Review, Ron Ashkenas and Gali Cooks challenge leaders to move beyond being agreeable and start being intentional: setting clear standards, having hard conversations, and holding people accountable. Because leadership isn’t about being liked; it’s about doing what moves the work, and the people, forward.