Business Is Human: The Future of Leadership Lies in Empathic Accountability

In a workplace transformed by complexity, volatility, and human longing for meaning, the old leadership models—command and control, carrot and stick—no longer work. And that’s not a motivational mantra—it’s a neurological and social fact.

We now understand that Business is Human®. The most successful organizations do not just tolerate that truth; they design around it. When leaders lean into empathy and accountability, they create the conditions for both high performance and deep trust. Moreover, in the messy middle of that intersection lies something powerful: psychological safety.

However, how do we operationalize these ideas in real teams, with real deadlines and real humans?

This blog outlines the research, drawing from neuroscience, behavioral research, and lived experience. It includes tools, ideas, and models to help create cultures where people feel seen, challenged, and empowered to grow.

Why Empathy Alone Is Not Enough

Empathy is often misunderstood as softness, permissiveness, or accommodation. However, as neuroscientist Jean Decety defines it, genuine empathy is the capacity to understand and feel what others are experiencing while maintaining clear self-other boundaries (Decety, 2015). Empathy without boundaries leads to burnout or rescuing behavior. Leaders stuck here may avoid hard conversations or hold back critical feedback.

Empathy needs structure. Empathy needs accountability.

Accountability Without Empathy Fails Too

On the flip side, accountability can drift into control. As Lerner and Tetlock found, accountability can improve reasoning—but only when people feel safe and respected (Lerner & Tetlock, 1999). Otherwise, it leads to defensiveness, fear, and box-checking compliance. This is why we need an integrated approach—Empathic Accountability.

Empathic Accountability: A Map for Modern Leadership

Here is how we define it:

Empathic Accountability is the practice of holding people (and ourselves) to clear, meaningful standards that honor their humanity, emotions, and dignity.

It is not a compromise. It is a catalyst. Leaders who operate in this space create environments where people feel safe to take risks, own mistakes, and stretch toward potential. Psychological safety is the #1 predictor of team performance, as confirmed by leading organizational studies.

Chart: How Empathy, Accountability & Psychological Safety Work Together

Leadership Trait

When Overused

When Underused

Healthy Expression
Empathy Over-identification, rescuing Disconnection, coldness Understands others’ experience without losing boundaries
Accountability Control, micromanagement Avoidance, inconsistency Holds people (and self) to clear standards with fairness and follow-through
Psychological Safety Tolerates low performance Fear culture, learned helplessness People feel safe to speak up, take risks, and admit mistakes without fear of shame
Radical Candor Obnoxious aggression Ruinous empathy Cares personally and challenges directly (Scott, 2017)

How-To: Building a Culture of Empathic Accountability

Let us get practical. Here are actionable steps to bring this integrated leadership model to life:

  1. Start with Curiosity, Not Conclusions
    When mistakes happen or performance slips, most managers go straight to correction. However, empathetic accountability starts with understanding:
    Ask: “What is getting in the way?” before “Why didn’t this happen?”

This shifts the focus from blame to partnership, which disarms defensiveness and fosters dialogue.

  1. Create Agreements, Not Expectations

Expectations are assumptions. Agreements are shared commitments. The best leaders co-create clarity with their teams:

  • Instead of: “I expect this by Friday.”
  • Try: “Can we agree to this by Friday? What would make that doable for you?”

When people co-author the terms, accountability becomes intrinsic

  1. Anchor Feedback in Care and Clarity
    Kim Scott coined the term “Radical Candor,” a framework that beautifully captures the balance of “caring personally while challenging directly.” Leaders who master this don’t sugarcoat or avoid—they speak hard truths in a spirit of partnership.
  • Care Personally: Take time to understand the whole human story.
  • Challenge Directly: Do not dance around the issue. Be clear. Be honest.
  1. Model Psychological Safety Out Loud

Leaders go first. If you want others to own mistakes or admit confusion, you must normalize it.

Say things like:

  • “I dropped the ball here.”
  • “I am not sure—I need your input.”
  • “It is okay to experiment and learn—we do not need to be perfect.”

This is especially important in hybrid or remote settings, where silence can feel like judgment. 

  1. Design for Reflection and Repair

Real teams will mess up. What matters is how you recover. Build in moments for repair:

  • Use team retrospectives not just for the process but for emotion and connection.
  • Try the format: “What helped, what hurt, what’s next?”
  • Normalize apologies and course-corrections.

These rituals reinforce safety and accountability.

Real Talk: This Is Not About Being “Nice”

Empathic accountability isn’t weak. It is not about harmony at all costs.

It is about rigor, integrity, holding the line, and treating people with respect. You can be compassionate and direct, care deeply, and challenge fiercely.

The best leaders do both every day.

Leadership in the Smart Machine Age

One more powerful framework from Edward Hess and Katherine Ludwig, authors of Humility, is the New Smart (Hess & Ludwig, 2020). In a world where AI can out-analyze us, they argue, our competitive advantage is emotional and relational intelligence.

They promote “Otherness Thinking”—a mindset that centers on empathy, vulnerability, and mutual accountability as core human skills that technology cannot replace.

Their leadership model is a direct match for our Business is Human philosophy.

Final Thoughts: The Human Way Is the High-Performance Way

If you want innovation, trust, engagement, and sustainable results—start here:

  • Lead with empathy.
  • Anchor with accountability.
  • Create the psychological safety people need to grow, take risks, and be real.

This is the new baseline of Leadership—not just because it is kind, but because it works.

Because business is human.

References

Batson, C. D. (2011). Altruism in humans. Oxford University Press.

Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.

Decety, J. (2015). The neural pathways, development, and functions of empathy. Current Opinion in Behavioral Sciences, 3, 1–6.

Goleman, D. (2006). Social intelligence: The revolutionary new science of human relationships. Bantam Books.

Hess, E., & Ludwig, K. (2020). Humility is the new smart: Rethinking human excellence in the smart machine age. Berrett-Koehler.

Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psychological Bulletin, 125(2), 255–275.

Scott, K. (2017). Radical candor: Be a kick-ass boss without losing your humanity—St. Martin’s Press.

 

Why Transparent Leadership Is Essential During Organizational Change

Change is no longer a one-time event or a passing storm—it is the new constant in today’s organizations. Whether your company is facing restructuring, digital transformation, or culture shifts, transparent leadership during change is what separates teams that thrive from those that fracture. This blog explores why transparent leadership matters more than ever and shares proven strategies to help leaders guide their teams with trust and clarity.

Despite its importance, many leaders hesitate to fully embrace transparency. It can feel risky to let go of control, show vulnerability, and share information that is still evolving. However, the reality is this: the more uncertain the environment, the greater the need for clarity and open communication. As leadership expert Brené Brown reminds us, “Clear is kind. Unclear is unkind.”

This blog explores why transparency in leadership is crucial during organizational change and offers proven, research-backed strategies from top experts to help leaders build trust, psychological safety, and buy-in through open communication.

The Case for Transparent Leadership in Organizational Change

Transparency goes far beyond simply sharing updates or logistics. It is a powerful leadership practice that builds three critical assets during change: trust, psychological safety, and employee buy-in.

John Kotter, a pioneer in change management, stresses that people only commit to change when they believe it will bring value. “People will not make sacrifices, even if they are unhappy with the status quo unless they believe that useful change is possible.” Transparent leadership nurtures that belief by clearly communicating the purpose and vision behind change efforts.

Organizational culture expert Edgar Schein argues that leaders’ most important role during change is to shape and manage culture. “The only thing of real importance that leaders do is to create and manage culture.” When leaders hide information or send mixed messages, they create a culture of distrust and defensiveness. In contrast, transparent leaders foster trust and openness.

 

Five Expert Perspectives on Transparent Leadership During Change

  1. John P. Kotter: Communicate the Vision with Clarity

Kotter’s 8-Step Change Model identifies communication as essential for successful transformation. Step 4 focuses on communicating the vision to gain buy-in. Leaders should explain the “why” behind change repeatedly, using simple language and real-world examples—not corporate jargon or slides.

Action Tip: Start every team meeting by restating the core reason for change. Make it relatable and clear.

  1. Brené Brown: Lead with Vulnerability

Brown shows that leaders who admit what they know—and what they don’t—build stronger, more resilient teams. Sharing uncertainty and past mistakes invites honesty and openness across the organization.

Action Tip: Use language like, “Here’s what we know, and here’s what we’re still figuring out.” Your team will trust your honesty more than forced optimism.

  1. William Bridges: Guide the Emotional Journey

Bridges distinguishes between change (the external event) and transition (the internal process). Leaders who ignore the emotional side of change—grief, fear, confusion—risk leaving their teams stuck. Naming and normalizing these feelings helps people move forward.

Action Tip: Create safe spaces for conversations about what people are leaving behind and what they need to feel grounded. Provide frequent updates, even when outcomes are uncertain.

  1. Edgar H. Schein: Shape Culture Through Open Dialogue

Schein emphasizes that leaders define culture through their communication and response to feedback. Transparent leaders model candor, especially under pressure, signaling that honest dialogue is expected and safe.

Action Tip: Address tough topics directly in all-hands meetings. For example, say, “We’ve heard concerns about layoffs. Here’s what we know now and how we’ll update you moving forward.”

  1. Amy Edmondson: Foster Psychological Safety

Edmondson’s research shows that teams innovate and adapt when they feel psychologically safe. Leaders who communicate openly and encourage others to share concerns and mistakes build that safety, which is vital during complex change.

Action Tip: After updates, ask, “What questions are still on your mind?” and “What’s unclear?” Listen carefully and respond without defensiveness.

Best Practices for Transparent Leadership During Change

Expert Best Practice Leadership Action
John Kotter Communicate vision clearly and often Repeat the “why” in every meeting with stories and data
Brené Brown Lead with vulnerability and truth Say: “Here’s what we know; here’s what we’re learning”
William Bridges Address the emotional side of transition Hold conversations about what’s ending and why
Edgar Schein Make transparency part of your culture Speak honestly during tough conversations
Amy Edmondson Build psychological safety through candor Invite concerns and respond with curiosity, not judgment

Why Transparent Leadership Is No Longer Optional

Change will always bring uncertainty. But transparent leadership provides something teams can hold onto: truth, consistency, and connection. When leaders openly communicate, admit what they don’t know, and listen actively, they transform uncertainty into shared responsibility.

Teams don’t need perfection; they need honesty and courage. They need leaders who step into the light—especially when the path ahead feels unclear.

Transparency during change is not about sharing every detail. It’s about speaking to people, not just at them, with empathy and authenticity.

Lead openly, and people will follow—not just because they must, but because they believe.

References
  • Bridges, W. (2009). Managing transitions: Making the most of change (3rd ed.). Da Capo Press.
  • Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
  • Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.

Burnout Is Not Your Fault — But It Is Your Problem: What the Latest Experts Reveal About How to Navigate It

 

“We tend to think of burnout as an individual problem, solvable with simple tricks like ‘learning to say no,’ or ‘trying yoga,’ but the real solution lies in fixing the workplace.”

— Jennifer Moss, The Burnout Epidemic (2021)

The Silent Burn

Earlier this year, a senior engineer at a major tech company in Silicon Valley quietly resigned. Not because of performance issues but because of what she later described on LinkedIn as “a slow erosion of purpose, energy, and joy.” The company had just gone through yet another re-org. Weekly stand-ups had become daily. Her vacation days went unused while performance expectations kept climbing.

This story is far from rare. It is happening in corner offices and cubicles alike. The World Health Organization (WHO) defines burnout as an occupational phenomenon—not a medical condition—resulting from chronic workplace stress that has not been successfully managed (World Health Organization, 2019). This understanding can help you realize that you are not alone in this struggle. Moreover, it is costing organizations dearly.

According to Gallup’s 2023 Global Emotions Report, 44% of global employees said they experienced stress “a lot” the previous day—an all-time high (Gallup, 2023). Burnout is not just a wellness issue—it is a business issue because burnout is a workplace problem, not an individual failure. Burned-out employees are 2.6 times more likely to actively seek a new job and 63% more likely to take a sick day (Gallup, 2022).

Burnout Is Not Just Stress—And It is Not the Same for Everyone

A common misconception is that stress and burnout are interchangeable. They are not. In contrast, stress is often short-term and situational, while burnout is chronic and systemic. But not all stress is harmful—some of it is actually good. Enter eustress, a healthy, motivating stress that helps us grow and perform. Think public speaking, problem-solving, and launching a product. Eustress energizes. However, cross that invisible line—and stay there too long—and you are in burnout territory.

“The opposite of burnout is not the absence of stress, but the presence of engagement.”

— Maslach & Leiter, 1997

Recognizing that burnout is a workplace problem can help individuals and organizations spot systemic causes early, before they become crises. This knowledge empowers you to take control of your well-being and make informed decisions about your work and life.

Mini Self-Check: Are You Burning Out?

Here’s a quick self-assessment tool, grounded in the work of Maslach, Gallup, and the Nagoski sisters. Check off any that apply over the past few weeks:

Emotional Exhaustion

☐ I feel emotionally drained after most workdays.

☐ Small tasks feel disproportionately difficult.

☐ I wake up tired, even after a full night’s sleep.

Cynicism / Detachment

☐ I feel less connected to my team, my company, or my mission.

☐ I’ve started withdrawing from people or avoiding collaboration.

☐ I feel irritated more easily than usual.

Reduced Sense of Efficacy

☐ I doubt whether my work is making a difference.

☐ I feel like I’m just going through the motions.

☐ I’ve lost confidence in my ability to perform well.

Body + Behavior Signals

☐ I’ve noticed changes in sleep, appetite, or focus.

☐ I find it hard to turn off my brain after hours.

☐ I feel guilty when I rest or take breaks.

🟡 3–5 checks? You’re in the yellow zone—pause and evaluate.
🔴 6 or more? Consider this a serious signal. Time to recalibrate.

Note: This self-check is informed by leading burnout research, including the work of Christina Maslach and Gallup, but is not a formal diagnostic tool. It is only intended to help you reflect, not diagnose.

Understanding Burnout: What the Experts Are Saying Now

Let’s take a moment to highlight how today’s top voices in burnout are helping us reframe the issue. Their work consistently reinforces that burnout is a workplace problem requiring systemic change, not just personal coping strategies:

Expert Core Theory/Message Notable Work
Dr. Christina Maslach Burnout stems from mismatch in six domains: workload, control, reward, community, fairness, and values. The Truth About Burnout
Dr. Gabor Maté Chronic stress and burnout often originate from suppressed needs and unprocessed trauma. When the Body Says No
Arianna Huffington Burnout is a cultural crisis—and sleep, recovery, and rest are performance tools. Thrive and The Sleep Revolution
Nagoski Sisters Burnout is physiological. You must complete the stress cycle to reset your nervous system. Burnout: The Secret to Unlocking the Stress Cycle
Jennifer Moss Burnout is a workplace design failure, not a resilience deficit. The Burnout Epidemic

New Data, Same Message: Burnout Is a Workplace Problem, Not a You Problem

Recent research adds clarity:

  • Gallup (2022): Burned-out employees are 13% less confident in their performance and twice as likely to feel disconnected at work.
  • Gallup (2023): Nearly half of employees globally report high daily stress levels, reflecting widespread systemic issues.
  • McKinsey Health Institute (2023): Middle managers experience the highest burnout rates—positioned between strategic pressure and execution fatigue.

Organizations with psychologically safe cultures, clear boundaries, and rest-affirming norms report lower rates of burnout, stronger engagement, and more resilient teams (McKinsey Health Institute, 2023).

 7 Evidence-Based Ways to Tackle Burnout

Based on the latest evidence and thought leadership, here are actionable ways to prevent, reduce, and recover from burnout—at both the personal and organizational level:

  1. Close the Stress Cycle Every Day
    (Nagoski & Nagoski, 2019) – Physical movement, deep laughter, or even a good cry can reset your system.
  2. Redesign for Autonomy and Realistic Loads
    (Maslach & Leiter, 1997) – Mismatch in control and workload is a major burnout trigger.
  3. Value Recovery as a KPI
    (Huffington, 2016) – Embed rest, reflection, and breaks into your performance framework.
  4. Normalize Self-Awareness, Not Self-Blame
    (Maté, 2003) – Acknowledge your needs before your body forces you to.
  5. Measure Burnout Systemically
    (Gallup, 2022) – Don’t wait for people to raise their hands. Use listening tools, surveys, and trend data.
  6. Practice Eustress Recognition
    (Maslach & Leiter, 1997; Gallup, 2023) – Help people identify what energizes them vs. what drains them.
  7. Create Cultures Where Recovery is Honored
    (McKinsey Health Institute, 2023) – Psychological safety protects energy, not just ego.

The Burnout–Engagement Spectrum

One of the most important shifts in thinking about burnout is recognizing that it doesn’t happen overnight — and it doesn’t always show up as full-blown collapse. Instead, burnout and engagement exist on a spectrum, and people often move along this spectrum gradually based on their experiences at work.

When we understand this spectrum, we can spot early warning signs and design interventions before burnout becomes a crisis.

Here’s a simple way to visualize it:

Burnout Zone Neutral Zone Eustress / Engagement Zone
Exhaustion Disengagement Energized focus
Cynicism Indifference Purpose and meaning
Reduced efficacy Maintenance Growth and mastery

What This Means:

  • Burnout Zone:
    People here feel drained, cynical, and ineffective. Creativity and collaboration suffer. Mistakes rise. Retention risk is high.
  • Neutral Zone:
    People here are “getting by” but not thriving. They may feel indifferent, disengaged, or emotionally flat. They’re often overlooked because they’re not actively raising issues.
  • Eustress / Engagement Zone:
    People here experience healthy levels of challenge. They feel energized, purposeful, and connected to their work. Growth happens here. Innovation happens here.

Why This Spectrum Matters

Consequently, organizations often miss the early warning signs because they only react when people crash into the full Burnout Zone. But many employees drift silently from Engagement into Neutrality first — and Neutrality can be a leading indicator that burnout is beginning.

Therefore, by understanding and watching the spectrum:

  • Leaders can recognize subtle shifts in energy, engagement, and morale.
  • Teams can intervene earlier with workload adjustments, recognition, resources, and recovery opportunities.
  • Cultures can normalize conversations about thriving, not just surviving.

The real power isn’t just preventing burnout—it’s actively moving people toward sustained engagement, where both individuals and organizations perform at their best.

Final Thoughts: Burnout as a Leadership Signal

If burnout is a message, it is telling us clearly: burnout is a workplace problem that demands leadership action, not individual fixes. That it is time to rethink how we define productivity. Humans need rest to contribute their best. Moreover, cultures built on relentless output eventually collapse under their weight.

Let us design differently. Let us lead differently. Not with panic—but with purpose.

Reference List

Gallup. (2022). State of the Global Workplace: 2022 Report.

Gallup. (2023). Global Emotions Report

Huffington, A. (2016). The sleep revolution: Transforming your life, one night at a time. Harmony Books.

Maslach, C., & Leiter, M. P. (1997). The truth about burnout: How organizations cause personal stress and what to do about it. Jossey-Bass.

Maté, G. (2003). When the body says no: Exploring the stress-disease connection. Knopf Canada.

McKinsey Health Institute. (2023). Addressing employee burnout across the workforce.

Moss, J. (2021). The burnout epidemic: The rise of chronic stress and how we can fix it. Harvard Business Review Press.

Nagoski, E., & Nagoski, A. (2019). Burnout: The secret to unlocking the stress cycle. Ballantine Books.

World Health Organization. (2019). Burn-out an “occupational phenomenon”: International classification of diseases.

 

Leading with ADHD: A Practical Blueprint for Sustainable Success

The Boardroom Sprint

You’re the visionary in the room. You drive ideas, shape strategy, and move quickly toward the future. Your energy is contagious and your vision sharp. But behind the scenes, the wheels can wobble: deadlines slip, to-do lists grow longer, and staying on top of follow-ups starts to feel impossible.

You know exactly what needs to happen. But somehow, the execution doesn’t match the intention.

That’s not a sign of laziness or lack of discipline. It’s how ADHD (Attention-Deficit/Hyperactivity Disorder)—a brain-based condition that affects focus, planning, and emotional regulation—shows up in high-performing leadership.

And there’s a better way to lead with it.

A Different Kind of Operating System

ADHD affects an estimated 4.4% of adults in the U.S. (Kessler et al., 2006), and many people who live with it develop brilliant strategies to succeed: adrenaline-driven deadlines, late-night work sprints, or creative problem-solving under pressure.

But over time, those strategies wear thin.

As demands grow, old tactics break down. The mental juggling act becomes exhausting. Fortunately, ADHD doesn’t mean you’re broken—it means your brain is wired for speed, novelty, and big thinking. You just need systems that match that wiring.

Eight Evidence-Based Practices to Help You Lead With ADHD

  1. Understand How Your Brain Works

ADHD isn’t a flaw in character—it’s a difference in cognition. Your brain is wired for fast thinking, creativity, and drive. But without intentional support, it can struggle with task management, time awareness, and emotional balance (Barkley, 2011).

Think of it like this: a Ferrari with bicycle brakes. You’ve got the horsepower—now you need a steering system that can keep up.

  1. Shift Executive Functions Outside Your Head

Skills like planning, prioritizing, remembering, and finishing tasks are called executive functions. ADHD can make them inconsistent or unreliable. The solution? Don’t manage it all internally—externalize it.

Try tools like:

  • Visual dashboards (Trello, Asana)
  • Whiteboards, sticky notes, or phone reminders
  • Time-blocked calendars with alarms
  • Brief daily or weekly check-ins with a support partner

These reduce cognitive load and bring clarity without relying on willpower. (Brown, 2009)

  1. Go From Insight to Action—Fast

Insight is valuable, but it won’t change behavior unless you take action immediately. Replace vague intentions like “I need to prioritize” with one clear next step.

For example:
“At 9 a.m. Monday, I’ll use the Eisenhower Matrix to sort my task list and snap a photo of it.”

The Eisenhower Matrix helps sort tasks by urgency and importance, so you’re not just reacting to what’s loudest.

  1. Fuel Your Brain With the Right Kind of Motivation

ADHD brains run on interest-based attention, not obligation. That means boring or repetitive tasks often get ignored, no matter how important they are (Dodson, 2005).

You can unlock motivation by:

  • Turning tasks into short games or sprints
  • Connecting tasks to personal values and purpose
  • Co-working with others (“body doubling” – working alongside another person, even virtually) to stay engaged

  1. Redesign How You Relate to Time

ADHD often comes with time blindness—a distorted sense of how long things take or when things are due. The brain defaults to “now” or “not now.”

Here’s how to build a better relationship with time:

  • Break goals into weekly or daily chunks
  • Use visual timelines or progress bars
  • Create artificial deadlines or public commitments to create urgency (Barkley, 2010)

  1. Work With Emotions, Not Against Them

ADHD doesn’t just affect attention—it can intensify emotional responses. You might feel rejection sensitivity, imposter syndrome, or waves of frustration and shame.

To stay grounded:

  • Practice mindfulness or slow breathing techniques to regulate reactions
  • Reframe setbacks as part of your process—not a personal failure
  • Speak to yourself with the same compassion you’d offer someone else

(Neff, 2011)

When emotions stabilize, so does focus and confidence.

  1. Plan Around Energy—Not Just Hours

Not all hours are equal. Your energy fluctuates throughout the day based on your chronotype—your body’s natural rhythm. Schedule focus-heavy tasks when your energy peaks and protect those windows.

Create an “energy map” of your day, identifying:

  • Peak focus periods (usually 60–90 minutes)
  • Slower periods for admin or recovery
  • Times when breaks or transitions are essential

This helps prevent burnout and increase productivity.

  1. Bring Your Team Into the Process

ADHD doesn’t operate in isolation—it affects workflows, calendars, and people around you. When the people in your ecosystem understand what works for you, success becomes a shared outcome.

That might include:

  • Aligning with an assistant or chief of staff
  • Creating shared tools with your team
  • Clarifying expectations without over-disclosing personal details

You don’t have to do this alone. When your systems work, everyone wins.

From Firefighting to Flow

Maria, a Fortune 500 CFO, spent years operating in high-alert mode—procrastinating on reports, scrambling through meetings, and staying up late to stay caught up.

After implementing a few strategic changes, everything shifted.

She started with a weekly 30-minute planning session. She tracked tasks on a visual dashboard. She capped her daily task list at three priorities. And she began recording voice memos instead of taking written notes.

Within six months, she wasn’t just catching up—she was leading from a place of clarity and calm.

Not by changing who she was. By designing her systems to match her brain.

Quick Reference Guide: Coaching Executives with ADHD

Use this chart as a quick reference for common challenges and practical coaching solutions:

Coaching Area

ADHD Challenge

Effective Coaching Strategy
Time Management Time blindness, Understanding how long tasks take Using alarms, visual schedules, and “fake” deadlines
Task Initiation Avoidance, procrastination Break tasks into micro-steps, use countdowns or timers
Planning & Prioritizing Difficulty sorting what matter most Use decision matrices, weekly planning routines
Memory & Organization Forgetting tasks, losing track of steps Externalize with whiteboards, digital lists, or reminders
Emotional Regulation Frustration, sensitivity, shame Practice Mindfulness, reframe mistakes, build self-compassion
Follow-Through Starting strong, then dropping tasks Use accountability loops and simple routines
Motivation Inconsistent interest, boredom Connect to personal goals, use reward or social pressure
Energy Management Overcommitment, exhaustion Map energy levels and adjust schedule for balance

Final Thoughts: ADHD Isn’t a Barrier—It’s a Different Blueprint

Your brain isn’t a problem to solve. It’s a system to understand.

When you design your work around how your brain functions—rather than trying to force it into someone else’s model—you unlock not just productivity, but fulfillment. The same traits that make ADHD difficult in some environments—speed, depth, intuition, creativity—are your biggest assets when aligned with structure.

With the right supports, ADHD stops being a daily challenge and becomes a unique strategic advantage.

Note: Most our executive coaches are licensed psychologists, specifically trained to support leaders with ADHD. We understand your wiring—and we’re here to help you build systems that work for your brain, your role, and your life.

References

Barkley, R. A. (2010). Taking charge of adult ADHD. Guilford Press.
Barkley, R. A. (2011). Executive functions: What they are, how they work, and why they evolved. Guilford Press.
Brown, T. E. (2009). ADHD comorbidities: Handbook for ADHD complications in children and adults. American Psychiatric Publishing.
Dodson, W. (2005). ADHD and motivation: The challenge of interest-based performance. ADDitude Magazine.
Kessler, R. C., Adler, L., Barkley, R., Biederman, J., Conners, C. K., Demler, O., … & Zaslavsky, A. M. (2006). The prevalence and correlates of adult ADHD in the United States: Results from the National Comorbidity Survey Replication. American Journal of Psychiatry, 163(4), 716–723.
Neff, K. D. (2011). Self-compassion: The proven power of being kind to yourself. William Morrow.

Why People Resist Change – And How to Help Them Embrace It

Let us immediately clear up a common misconception: people do not resist change. Instead, they resist the potential for loss, exclusion, uncertainty, and a lack of control over their circumstances. The belief that humans are inherently resistant to change is a misleading oversimplification. This myth often causes organizations to approach change initiatives incorrectly, leading to frustration and failure.

In reality, humans are naturally adaptive. Our survival as a species depends on our ability to evolve, innovate, and adjust to new environments. What people push back against is not the act of change but the perception that it threatens their security, expertise, or autonomy. By understanding these deeper concerns, leaders can shift their approach and implement change in a way people willingly embrace.

Understanding the Root Causes of Resistance

Harvard Business School professor Rosabeth Moss Kanter explains, “Change interferes with autonomy and can make people feel that they have lost control over their territory” (Harvard Business Review, 2012). When employees feel excluded from the decision-making process or uncertain about the future, they react with resistance—not out of stubbornness, but as a protective response to potential harm.

Research in psychology reinforces this view. Samuelson and Zeckhauser (1988) found that resistance to change often stems from a perceived loss of something valuable—status, familiarity, control—rather than change itself. People fear ambiguity, and resistance becomes more pungent when organizations fail to provide clarity.

Additionally, neuroscience research highlights that the brain perceives uncertainty as a threat, activating the amygdala and triggering a fight-or-flight response (Rock, 2009). Leaders who fail to acknowledge and address uncertainty may unintentionally increase employee resistance.

How to Lead Change Effectively: Inclusion, Agency, and Vision

Since resistance is primarily about managing and communicating change, organizations must take a human-centered approach to transformation. The key to success lies in fostering inclusion, ensuring employees have agency, and communicating a compelling vision.

McKinsey & Company’s research on organizational transformations underscores this point. Their studies show that organizations that involve employees early and meaningfully in the change process achieve an 81% higher success rate than those that rely on top-down directives (Skerritt et al., 2024). Employees who feel valued and engaged in shaping the future are more likely to commit to making the change work. 

Strategies to Help People Embrace Change

Drawing from research and real-world experience in organizational change, here are six proven strategies to turn resistance into engagement:

  1. Involve People Early and Meaningfully

Organizations must engage employees from the start. Leaders should create opportunities for employees to articulate their concerns, contribute ideas, and co-design solutions. Collaborative workshops, surveys, and open forums foster a sense of ownership. When employees feel heard and respected, their willingness to support change increases.

  1. Provide a Clear Vision and Communicate Transparently

Ambiguity fuels anxiety. Leaders must clearly define the change’s purpose, goals, and expected benefits. Research from Kotter (2012) highlights that employees who understand why a change is happening are significantly more likely to support it. Leaders should regularly update employees, address concerns, and be honest about challenges to build trust and alignment.

  1. Break the Change into Manageable Steps

Large-scale change can feel overwhelming, even to those open to it. Breaking down initiatives into smaller, achievable steps makes the process feel less daunting. The “progress principle,” developed by Amabile and Kramer (2011), demonstrates that celebrating small wins boosts motivation and engagement. Employees are more likely to embrace change when they can see tangible Progress.

  1. Develop Necessary Skills to Build Confidence

A common reason for resistance is fear of incompetence in a new environment. Leaders can mitigate this fear by investing in upskilling initiatives, mentorship programs, and hands-on training. Deloitte’s Human Capital Trends Report (2020) found that organizations prioritizing continuous learning are more successful in reducing resistance and accelerating transformation.

  1. Pilot Programs to Test and Learn

Organizations should launch small-scale pilot programs before implementing change across the entire Company. Pilots provide opportunities to test new ideas, gather feedback, and make necessary adjustments. Seeing early successes can reduce skepticism and help hesitant stakeholders feel more comfortable with the transition.

  1. Recognize and Celebrate Progress

Acknowledging milestones—big or small—reinforces momentum and motivation. Recognition does not have to be elaborate; a simple expression of appreciation from leadership can go a long way in maintaining enthusiasm. Research shows that when employees feel valued, they are more likely to support and sustain organizational change (Prosci, 2021).

Leading Change with Empathy and Collaboration

The fundamental truth remains: people do not resist change itself. They resist loss, exclusion, and uncertainty. Organizations that understand these underlying concerns and address them with empathy, inclusion, and clear communication create a culture where employees adapt and thrive in times of transition.

Organizations can transform resistance into engagement by shifting from a rigid, top-down approach to an inclusive and transparent one. When managed well, change becomes an opportunity for growth rather than a source of conflict.

Ready to transform resistance into results? DILAN Consulting Group specializes in change management strategies that empower leaders and organizations to navigate transitions successfully. Contact us today to learn how we can help your team embrace change with Confidence.

References

Amabile, T., & Kramer, S. (2011). The progress principle: Using small wins to ignite work joy, engagement, and creativity. Harvard Business Review Press.

Deloitte. (2020). Human Capital Trends Report. Deloitte Insights.

Harvard Business Review. (2012). Ten reasons people resist change.

Kotter, J. P. (2012). Leading change. Harvard Business School Press.

Prosci. (2021). ADKAR change model: A model for change in business, government, and community.

Rock, D. (2009). Your brain at work: Strategies for overcoming distraction, regaining focus, and working smarter all day long. Harper Business.

Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of Experimental Social Psychology, 59(1), 33-57.

Skerritt, D., Parsons, J., Stewart, M. L., Schrimper, M., & Rainone, N. (2024, September 6). Going all in: Why employee ‘will’ can make or break transformations. McKinsey & Company.

 

The Leadership Playbook: Six Essential Skills for 2025 and Beyond

What Today’s Leaders Need to Succeed

A mid-size company recently brought us in to develop a leadership program for 16 vice presidents navigating a rapidly evolving business landscape. From the start, it was clear—they weren’t just looking for another leadership workshop. They needed real-world strategies to help them adapt to disruption, lead with emotional intelligence, and make bold decisions in uncertain times.

Like any successful engagement, we began with discovery, ensuring the program tackled their most pressing challenges. Over the course of seven months, this four-day program—integrated with individual coaching between sessions—would equip these leaders with the skills necessary to drive business success.

But before designing the experience, we dug into the latest research on leadership trends for 2025. What does it take to lead effectively today? Industry reports, economic shifts, and workforce expectations all pointed to six essential leadership skills. These aren’t just theories—they’re the core competencies that determine who thrives and who struggles in today’s high-stakes environment.

Mastering these six skills allows leaders to navigate complexity, drive innovation, and build high-performing teams. Whether leading a small department or an entire organization, developing these abilities will set the best apart from the rest.

1. Adaptability & Resilience

Definition
Adaptability is the ability to adjust to new conditions, pivot strategies, and remain effective despite uncertainty (Reeves & Deimler, 2011). Resilience refers to the capacity to recover quickly from setbacks and maintain focus under pressure (Coutu, 2002). Leaders who demonstrate both traits can guide organizations through disruption with confidence.

Why It Matters in 2025
AI-driven automation, economic instability, and workforce shifts demand leaders who embrace uncertainty and proactively drive change. Those who cultivate resilience keep engagement and productivity high, even in volatile conditions.

Research Insight: The World Economic Forum’s Future of Jobs Report 2023 ranks adaptability among the top five leadership skills needed for 2025 (World Economic Forum, 2023).

Research Insight: A McKinsey study highlights that leaders who intentionally build team resilience succeed in volatile business environments (McKinsey & Company, 2023).

How to Build It:

  • Adopt a Growth Mindset – Reframe challenges as learning opportunities. Encourage teams to innovate and experiment.
  • Engage in Scenario Planning – Map out best- and worst-case scenarios to increase flexibility in decision-making.

2. Emotional Intelligence (EQ) & Empathy

Definition
Emotional intelligence (EQ) is recognizing, understanding, and managing emotions while staying attuned to others’ emotions (Goleman, 1995). Empathy, a core component of EQ, is understanding another person’s perspective and responding compassionately (Duan & Hill, 1996). High-EQ leaders foster trust, collaboration, and engagement.

Why It Matters in 2025
Leaders who effectively regulate emotions—both their own and others’—build strong relationships and high-performing teams. Emotional intelligence creates work environments where employees thrive.

Research Insight: Harvard Business Review identifies self-awareness, empathy, and relationship management as defining traits of effective leaders (Goleman, 2013).

Research Insight: Deloitte’s 2024 Global Human Capital Trends Report shows that organizations prioritizing emotional intelligence and well-being create a competitive advantage (Deloitte, 2024).

How to Build It:

  • Practice Active Listening – Ask open-ended questions and fully process responses before reacting.
  • Develop Self-Awareness – Use emotional intelligence assessments and executive coaching for deeper insights.

3. Digital Fluency & AI Literacy

Definition
Digital fluency is understanding and effectively using digital tools and technologies. AI literacy refers to a leader’s ability to grasp and apply artificial intelligence fundamentals to business strategy (Westerman et al., 2014). Leaders with these skills leverage technology for better decision-making and innovation.

Why It Matters in 2025
AI is already reshaping industries. Leaders who understand AI’s role in decision-making, automation, and business models gain a competitive advantage—those who resist digital transformation risk obsolescence.

Research Insight: MIT Sloan Management Review states that leaders must become “digitally savvy” to navigate AI-driven business models (MIT Sloan, 2023).

Research Insight: Gartner’s Future of Work Trends Report 2024 predicts that 60% of leaders will require AI training by 2025 (Gartner, 2024).

How to Build It:

  • Stay Informed on AI Trends by Engaging with AI research, attending industry conferences, and taking executive-level AI courses.
  • Use AI-Powered Tools – Implement AI-driven analytics and automation to increase efficiency and improve decision-making.

4. Strategic Thinking & Decision-Making

Definition
Strategic thinking involves analyzing complex situations, anticipating future challenges, and making data-driven decisions aligned with long-term goals (Liedtka, 1998). Leaders with this skill balance short-term agility with long-term vision.

Why It Matters in 2025
Success requires leaders to navigate uncertainty with bold, forward-thinking strategies. Strategic decision-makers outperform competitors by aligning business objectives with market realities.

Research Insight: Harvard Business Review found that the best leaders balance adaptability with consistency, fostering innovation and stability (HBR, 2017).

Research Insight: Harvard Business Review emphasizes that bold business strategies lead to stronger long-term performance and that CEOs who take calculated risks outperform their competitors (Ryan, 2024).

How to Build It:

  • Make Time for Strategic Reflection – Dedicate weekly time to focus on big-picture planning.
  • Use Data-Driven Frameworks – Apply AI insights, market analysis, and scenario modeling to make informed, confident decisions.

5. Inclusive Leadership & DEI

Definition
Inclusive leadership fosters diverse teams and creates environments where everyone feels valued and heard (Bourke & Dillon, 2018). Effective leaders recognize diversity as a driver of innovation and business performance.

Why It Matters in 2025
Companies with inclusive leadership teams outperform competitors, retain top talent, and drive innovation. Employees increasingly expect workplaces where they feel a sense of belonging.

Research Insight: Bain & Company found that organizations with inclusive leadership drive higher innovation and employee engagement (Bain & Company, 2023).

Research Insight: McKinsey’s “Diversity Wins” study shows that diverse executive teams outperform their peers financially by 36% (McKinsey & Company, 2020).

How to Build It:

  • Foster Psychological Safety – Create an environment where employees feel safe voicing ideas.
  • Hold Leaders Accountable for DEI Goals – Measure progress and integrate inclusion goals into leadership KPIs.

6. Coaching & People Development

Definition
Coaching involves mentoring, developing, and empowering employees rather than managing their tasks (Ibarra & Scoular, 2019). Leaders who coach foster a culture of continuous learning and high performance.

Why It Matters in 2025
As skills gaps widen, leaders must focus on upskilling and mentorship. Organizations that invest in coaching see higher engagement, innovation, and retention.

Research Insight: Josh Bersin’s 2024 Corporate Learning Guide highlights that leaders who act as coaches build more adaptable and high-performing teams (Bersin, 2024).

Research Insight: LinkedIn Learning’s 2024 Workplace Learning Report found that companies prioritizing leadership development see a 30% increase in engagement (LinkedIn Learning, 2024).

How to Build It:

  • Shift from Managing to Coaching – Provide real-time feedback and guidance rather than assigning tasks.
  • Invest in Leadership Development Programs – Encourage continuous learning through workshops and mentorship initiatives.

Final Thoughts

Mastering adaptability, emotional intelligence, digital fluency, and strategic decision-making prepares leaders to succeed in 2025 and beyond. Building these competencies allows organizations to thrive in disruption, drive innovation, and cultivate high-performing teams.

Looking to strengthen these skills? Join the Leadership Essentials Workshop on March 6-7, 2025 and take your leadership to the next level.

References 

Bain & Company. (2023). The fabric of belonging: How to weave an inclusive culture . 

Bersin, J. (2024). The definitive guide to corporate learning in 2024 . 

Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80 (5), 46-56.

Deloitte. (2024). 2024 global human capital trends . 

Duan, C., & Hill, C. E. (1996). The current state of empathy research. Journal of Counseling Psychology, 43 (3), 261–274.

Gartner. (2024). Future of work trends 2024 . 

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ . Bantam Books.

Goleman, D. (2013). The focused leader. Harvard Business Review . 

Harvard Business Review. (2021). The best leaders balance agility and consistency . 

Liedtka, J. M. (1998). Strategic thinking: Can it be taught? Long Range Planning, 31 (1), 120-129.

LinkedIn Learning. (2024). Workplace learning report 2024 . 

McKinsey & Company. (2020). Diversity wins: How inclusion matters . 

McKinsey & Company. (2023). The state of organizations 2023 . 

McKinsey & Company. (2024). The strategy analytics leaders need now . 

MIT Sloan Management Review. (2023). The new leadership playbook for the digital age . 

Reeves, M., & Deimler, M. (2011). Adaptability: The new competitive advantage. Harvard Business Review, 89 (7-8), 134-141.

Ryan, T. (2024). CEOs, is your business strategy bold enough? Harvard Business Review . 

Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation . Harvard Business Review Press.

World Economic Forum. (2023). The future of jobs report 2023 .

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