Table of Contents

• Hello, and Happy Q3

• Change, Loss, and Making Space for What’s Next

• How To Work With Me

• 1% Solutions

• What I’m Reading and Listening To:

Hello, and Happy Q3

Happy July! It is hard to believe we’re halfway through the year. I’m reflecting on my wins, even in the midst of these strange times.

• I’m doing more leadership develop work, which I love

• I booked two strategic sprints with leaders I respect immensely

• I was quoted in this Business Insider article! (the writer found my LinkedIn article- how lucky is that?)

Having hit the 3 year mark in my consultancy in March, I’ve also been thinking a lot about what to keep doing, what to start doing and what to stop doing. This has led me to enroll in two entrepreneur cohorts, one course-building cohort, and a program to grow my newsletter. Overkill? Perhaps. But there’s something really helpful about having structured time to think, get feedback and work on turning my ideas into something real.

To those ends…I’m building out a course on Maven for new leaders on Communicating with Clarity and Humanity (title is up for grabs). This is ideal for someone stepping into their first team leadership role or exec role.

But I need a little help.

If you fit that bill or are interested in learning more, could you please take a few minutes to complete this survey? It will help me build out the course, which is set to be in September, with an August launch. And if you know someone who might be interested, please pass it along as well.

(I also lead this sequence for internal leadership cohorts as well…but more on that later!)

Change, Loss, and Making Space for What’s Next

On the flight home from vacation, I ran into an old friend—someone I’d been close with but had slowly lost touch. I had reached out several times before when I was in the middle of my own work transition, and the promises of “Yes, I’ll text you when I’m in NYC next <insert month>” never materialized. So I stopped reaching out. No drama, just…nothing.

It was lovely to see them. Familiar. Warm. I’m so happy they’re well. And also clear: I didn’t feel the pull to try and rekindle the friendship (or at least, not strong enough to suggest getting together).

But I’d be lying if I said I didn’t leave with a sense of loss. Not sadness exactly—just a quiet grief for what had been, and what won’t be again.

Astrology and numerology both point to this year as a period of reinvention. A stripping away of what no longer serves. And I’m seeing it everywhere—client transitions, friend breakups, divorces, layoffs.

Nearly every conversation I’ve had lately includes some version of: “I know this will be good in the long run—but right now, it’s hard.”

Because even when change is right, it doesn’t mean it’s easy.

If you’re leading a big change—or in the middle of one yourself—you probably feel it too.
New strategies. New priorities. New roles.

But the thing is: the new can only take root when we let go of the old.
And sometimes that means making space to grieve.

A few real-life examples:

• A new way of working means giving up an old system that worked—especially for someone.

• A promotion shifts the dynamic with the person you used to lean on as a peer- or even for someone who still reports to you.

• New org priorities mean saying no to projects you once fought for.

If you're leading change in your organization, build in time to name the loss. People can’t fully embrace what’s next if no one’s acknowledged what’s ending.

Here are a few ways to help yourself and others process that in-between space:

• Say it out loud. “This means letting go of…” Give people language for what’s shifting.

• Honor what came before. Just because it’s no longer right doesn’t mean it wasn’t valuable in the past.

• Hold space. Don’t rush it. Change brings up all kinds of feelings. People need time.

• Reset what success looks like. Help people understand what’s being measured now—not by yesterday’s yardstick.

• Mark the transition. It doesn’t have to be big—a team toast, a thank you, a final debrief—but small rituals can help people move forward.

This season is asking us to shed. To shift. To build what comes next.

But we can’t skip the part where we feel what’s ending. That’s where the real growth starts.

How To Work With Me

In addition to fractional and traditional consulting work, I’ve been speaking to a lot of nonprofit and school leaders, and one thing is clear- while fund and time are limited, the need for strong strategic support that connects to execution is needed now more than ever.

• Workshops for all levels- the key to being a resilient organization really lies in being a learning organization where everyone is a leader in their role.

• New Exec Onboarding- The first 90 days in a role are make or break— so investing in a new leader’s onboarding can pay off big time. And when you are talking about someone at the Director level or above, their bosses likely don’t have the capacity to really sit with them. My work gives them what they most need:

   ✅ Space to step back and think like an executive
   ✅ Strategic clarity on what they’re inheriting
   ✅ A plan to lead with authority from day one

  The engagement can include weekly or biweekly check-ins, and unlimited email for the first 90 days.

• Strategic sprints- These can be a day, a week, or several power sessions over 2-6 week. Whether it’s redesigning onboarding, revamping your performance evaluation cycle or designing the scope of learning and development opportunities, you leave with a fully fleshed plan with milestones, templates, and rewritten documents.

I have limited spaces in August, with more opening in September. Just reply to this email if you’re interesting in knowing more.

1% Solutions

• Ask for a professional development or meeting buddy- For those school leaders about to lead PD or any leader running trainings or big meetings, ask someone on your leadership team to observe you in action and observe the people in said PD, training or meeting. Do they seem to be following along? Who might be confused or disagree? When were the directions you gave unclear? Having an observer can help give you better and more immediate feedback which you can use to improve how you are communicating.

• Focus on removing unnecessary friction for your teams- Ask this one question in every check-in: "What is getting in the way of you being successful right now?" Why? Because people can get behind hard work and even working through an incredible challenge. But when we’re stretched thin, we can more easily snap— I distinctly remember teaching 11th grade history while being a principal. That was fine but the thing that would set me over the edge? The copy machine. Keeping an eye on the things we CAN fix and then fixing it will be essential. It also shows good faith to teammates that you are doing whatever you can to help them focus on their most important work.

• Identify bright spots- If you are launching a new initiative or strategic plan, or just building on one you set prior, pause to think: Who is doing it well? How so? Get specific- and then thank them. And if they’re ok with it, hold them up as an example of something folks can do. Throwing shine makes them feel seen and gives visible evidence change is happening.

What I’m Reading and Listening To:

• Managing the Jump from Manager to Executive- This HBR article outlines best practices for those making the shift from manager to executive. Read it if this is you, or share with someone n your team who is making the jump

• 12 Common Productivity Myths- Experts offer their advice on what may be holding you and your team back- a quick read but a good one!

• Office Hours with Adam Grant: Bridging Generational Divide- In this podcast, Adam follows up on last week’s analysis of generational stereotyping by fielding questions from three guests who are experiencing age-related challenges at work. Together, they discuss the misuse and impact of psychological safety, brainstorm productive ways to counter negative stereotypes about Gen Z, and explore strategies for bridging communication gaps across generations.

• Building Trust- Science-backed ways to build trust as a leader. Helpful whether you are starting a leadership role, leading a team through change or crisis or just need a refresher— or have a leader that reports to you that fits one of those three criteria.