INSIGHTS

I’m deeply honored to have recently received the 2025 Outstanding Adult Award for my volunteer work as a Child Advocate in Pierce County, Washington. Children in foster care are paired with Child Advocates who help keep their best interests top of mind throughout their time in the system. Supporting children and families through some of life’s hardest moments is both a privilege and a responsibility as well as a learning opportunity on navigating a complex system. I’m grate

As leaders in pharma, we spend much of our time navigating a matrixed environment, facing the challenge of moving work forward with people outside of our reporting structure. You may actually spend more time in this setting than with your direct reports. Influence becomes more powerful than authority in this context. Pushing harder may create results in the short term, but it can also trigger resistance. Real leadership invites people to choose commitment, not simply obey d

A coach is available through my Masters swim program, but I rarely take advantage of that support. When I reflected on this, I had to laugh: I am a coach, I encourage coaching, and yet I am not using the opportunity right in front of me. Why not? If I stop for coaching, I cover less distance during the limited time I have access to the pool. But without it, my stroke is probably less efficient, and my progress may be limited. Should I slow down now to invest in long-term

Have you ever noticed how a team's energy changes when certain people enter the room? I once worked with someone whose smile and encouragement brought warmth to every conversation. Their presence eased tension, sparked ideas, and made people feel comfortable contributing. That kind of influence creates a positive current. People feel safe to collaborate, share different perspectives, and stay focused on moving goals forward. I've also worked with someone who had the opposite

Today, the swimmer in the next lane was moving much faster than I was. Every time we pushed off the wall together, I found myself looking at her feet within a few yards. For a moment, I felt competitive, and a little defeated. It made me think about how often we compare our progress to someone else’s journey. Maybe you have watched a colleague get selected for a visible project, receive the promotion you hoped for, or get recognition leaving you feeling overlooked. The gi

I provided foster care for a little boy whose favorite phrase seemed to be, “I can’t.” Whether the obstacle or ask was big or small—his first response was almost always the same: “I can’t.” At first, it sounded like he was just being obstinate. But as I got to know him better, I began to hear something different: uncertainty, fear, and a need for reassurance. “I can’t” was not the end of the conversation; it was his way of asking for support. When someone says “I can’t,”

Being challenged by a KOL may feel uncomfortable but is part of the job as an MSL. The art of being an MSL involves turning uncomfortable moments into meaningful insights valuable to your company and, more so, to the physician’s patients. Kevin E. O'Connor, CSP CEC and I are thrilled to share that our article, Successfully Handling KOL Objections, has been published in the July issue of The MSL - Journal of the Medical Science Liaison Society. In the article, we share ways

I’ve been avoiding a few personal and household tasks for longer than I want to admit. Did they pile up because I was busy? Maybe. But if I’m honest, some of it was simple resistance to the mundane responsibilities that come with adulting. Have you noticed how unfinished tasks can take up more mental space then physical space? Clearing the mental noise became my motivation. It became less about shrinking the pile and more about deciding what to do next. For each paper, I

One small coaching shift I’ve been practicing is changing my mindset from “I have to” into “I get to.” It sounds simple, but language has a way of shaping our energy. When I look at my calendar or to-do list through the lens of “I have to,” everything can start to feel like obligation. When I pause and say, “Look at what I get to do?” I begin to see the opportunity instead. I get to move a goal forward. I get to serve someone. I get to learn something. I get to take one ste

As you move through the second half of 2026, evaluate your team’s progress: Are they on track to meet their goals, or are barriers slowing them down? Review current blockers and identify one recurring bottleneck. Rather than offering a quick fix, work with your team to design a lasting change—such as improving a process, clarifying roles, or adjusting resources. Then define one action the team can own and one barrier you can remove. Build a system that enables your team t

I was river-hiking in Albania’s Osumi Canyon after a rainstorm turned the river cloudy with sediment. I could not see my feet, so every step required trust; I never knew whether I would land on solid ground, loose stones, or a rock that might shift beneath me. That experience mirrors seasons of professional change. Even when visibility is low, we want certainty: the full path, the risks, and the likely outcome. But leadership, career growth, and personal development rarely

I’m excited to share that I’ve earned my Associate Certified Coach (ACC) credential from the International Coaching Federation (ICF). This milestone reflects months of training, mentoring, and coaching experience. I’m grateful to the faculty at the Center for Executive Coaching and to the many coaches who supported me along the way. This credential strengthens my ability to support professionals who are investing in their growth, confidence, and leadership presence. I provi

Just as missed patches of sunscreen become obvious only after a sunburn, our blind spots often become visible only after they cause discomfort or unintended harm. The same is true at work: our words and actions can affect others in ways we do not intend. Feedback helps reveal those gaps so we can address them before they cause lasting damage. A trusted coworker or manager can offer honest, constructive insight, making that conversation a practical first step. An executi

Dick Fosbury made the “Fosbury Flop” famous at the 1968 Olympics, where he won gold and set an Olympic record with his unconventional high-jump technique. If you’ve ever seen the high-jump, you might understand the apprehension he faced. Rather than follow the traditional forward-facing style, Fosbury approached the bar diagonally and cleared it backward—a move that transformed the sport. As he refined the technique, many people, including coaches, reportedly dismissed hi

A young man deeply connected to his Hindu faith recently shared a quote with me that I continue to consider: “The one who plants trees, knowing that he will never sit in their shade, has at least started to understand the meaning of life.” — Rabindranath Tagore It is a reminder that some of our most meaningful contributions may not reveal their full impact right away. As a coach, teacher, mentor, and foster parent, I try to be fully present in each role. But the truth is, I m

When I think about the best team I’ve been part of, I immediately recall my time as a coxswain for a lightweight women’s four at The Ohio State University. When we moved in perfect sync, each blade entering and leaving the water together, it felt like a ballet performed without music. We went on to win the NCAA National Championship, making the experience truly unforgettable. What made this team stand out? We were committed: if one person didn’t show up, none of us could row.

A recent Harvard Business Review article (Nov/Dec 2025) makes the case that leaders should think about time the same way they think about capital—as something to invest carefully if they want to create more value. Drawing on insights from venture capitalists, the article says it’s important to regularly assess and where your time is actually going, and whether it’s being spent on strategic priorities or just getting absorbed by day-to-day tasks. The article also points out

No one wakes up thinking, “I hope I spend more time in meetings today.” And yet, that is often what happens. Before scheduling the next one, ask: Is this meeting needed—or just a force of habit? In Death by Meeting, Patrick Lencioni says most bad meetings come down to two things: No context No real debate No context = meeting déjà vu People show up wondering, "Why am I here?". They’re unprepared, key people are missing, and somehow a follow-up meeting gets booked. Fix: Sen

Watching HGTV’s Rock the Block is one of my guilty pleasures—the show features teams transforming identical homes with their unique designs to maximize value. Similar to our work, our intentional choices help us contribute meaningfully and uniquely. Think about your recent projects: What decisions distinguished your work, and how did those choices benefit your company or team? On the show, teams rework layouts—moving walls, adding glass partitions, or modifying windows to enh

Slow decision-making—or revisiting decisions that have just been made—leads to costly delays and stalled deliverables, frustrating leaders. Hardly a week goes by without someone raising this concern. Can you relate? Decision-making is central to company success. The choices we make—about projects, hires, promotions, and processes—shape long-term outcomes. While some decisions have lasting consequences (I call these “tattoos”) and can only be reversed at a cost, not every deci