by Tom Goodlet | Jun 2, 2026 | Article
Most leaders evaluate their leadership by what they intended to communicate. They care about their people. They want the team to succeed. They try to stay available, offer support, solve problems, and keep things moving. From the leader’s point of view, those...
by Tom Goodlet | May 5, 2026 | Article
Most leaders are surprised to know that the majority of communication problems do not come from bad intentions or deliberately negative actions. Much more often, they come from the ways we try to help. Someone brings us a problem, and we engage quickly. We want to be...
by Tom Goodlet | Apr 7, 2026 | Article
Leaders are expected to respond quickly. When something goes wrong, the pressure is to act, correct, and move forward. Speed and decisiveness often feel like competent leadership. However, the risk is that fast responses often come before full understanding. This...
by Tom Goodlet | Mar 3, 2026 | Article
Leadership requires constant interpretation of people. In order to move quickly and make sound decisions, leaders naturally categorize behavior. Our brains are very good at recognizing patterns and categorizing those behaviors. A problem arises, though, when we begin...
by Tom Goodlet | Feb 3, 2026 | Article
Most leaders believe they listen well. I believed it too. Then I started paying closer attention to what people actually need from the person leading them. I learned something that surprised me. People do not want a perfect answer, or a brilliant solution, or wise...
by Tom Goodlet | Jan 6, 2026 | Article
As the year comes to a close, many leaders experience a quiet shift. Momentum from earlier months still lingers, yet the pace changes. Calendars thin out. Meetings slow. Energy moves inward. Some leaders feel pressure to finish strong. Others feel relief. Many feel...
