Next Generation Leadership

Do you know anyone who gardens? Are you a gardener?

If you’re a leader today, you know that budgeting no longer feels like a once-a-year exercise—it’s a living process unfolding against a backdrop of uncertainty. Economic shifts, fluctuating costs, and changing workforce expectations have made “steady state” the exception, not the rule.

We’ve all heard it: “Be more human-centered.” It’s become a rallying cry in leadership circles, organizational culture initiatives, and management trainings everywhere. And for good reason.

“Conflict” has become a kind of catch-all phrase for anything that feels uncomfortable—disagreement, tension, confrontation, even mild feedback. But what if conflict isn’t something to avoid? What if, handled well, it’s actually the pathway to greater clarity, stronger relationships, and deeper alignment—both with ourselves and others?

Uncertainty is no longer the exception—it’s the constant. Leaders today are navigating shifting economies, fast-moving technologies, and cultural change that rarely pauses long enough to catch a breath. Waiting for perfect clarity is no longer an option. Leading through the unknown requires steady presence, grounded practices, and a willingness to act even when the road ahead is only partially...

Everywhere you look, the conversation about leadership feels urgent. Organizations are investing billions in training, coaching, and development—and yet, the “leadership gap” persists.

Burnout isn’t just about being tired. It’s the slow erosion of motivation, energy, and joy in our work and lives. It creeps in when the demands on us consistently outweigh our capacity to respond. Left unchecked, burnout doesn’t just affect performance—it impacts our health, our relationships, and our sense of purpose.

I’ve been down for most of the year. Not out…but down comparatively. You know what I mean. This is not one of those “glory days” we’ll look back on with unscarred fondness. This is a time of disruption. Change is thick, multifaceted, and often not of our making. Unsolicited change—ugh.

Every day the headlines scream of crises—climate disasters, political instability, technological disruption, mass migration, and violent conflict. I feel it in conversations with colleagues and friends around the globe, leaders wrestling with polarization and the fragility of trust. The common thread across these voices is a simple but sobering sentiment: “Something more significant than I’ve...

A few years ago, I coached a manager who was facing an impossible choice. Budget cuts meant her team had to be reshuffled. No option was good. Every path would create pain, disruption, and disappointment. She told me: “I’m paralyzed. I don’t want to choose wrong.” That’s the gray zone.