Respond, Don't React: Three Questions Every Leader Should Ask Before Making a Tough Call

A colleague once approached me to discuss a difficult career decision. He had been asked by a very senior person in his organization to consider a new role. Based on his description, it was only marginally better than his current one — somewhere between a lateral move and a promotion. The career paths didn't seem stronger, and it required a relocation he was reluctant to make.

He didn't want to accept the offer. But he was uncomfortable with the risk of saying no to a senior leader. The key question on his mind was: how could he decline the offer and avoid damaging his career or his relationship?

We worked together on talking points, potential questions, and avenues the conversation could take. But after all that preparation, I sensed he was still worried. So I asked him directly: how confident did he feel about the conversation he was about to have? To his credit, he openly acknowledged his concerns. We agreed that in addition to the right talking points, he would also have to prepare himself psychologically — to engage with his senior leader on equal terms, not from a position of trepidation.

A few weeks later, I followed up. The conversation had gone really well. He had declined the offer, and the senior leader had praised him for the way he had done so.

This experience stayed with me because it illustrates something leaders encounter constantly: our preparation may be top-notch, but we are unable to put the plan into action when it matters. The gap between knowing what to do and actually doing it is rarely a knowledge problem. It is a readiness problem.

A quote widely attributed to the Austrian psychiatrist and Holocaust survivor Viktor Frankl captures this well: "Between the stimulus and response, there is a space and, in that space, lies our freedom and power to choose our response. In our response lies our growth and our freedom."

Most leaders understand this intellectually. Fewer use that space deliberately. Through my own experience navigating challenges across a 30-year career, I've arrived at three questions that help me — and those I mentor — use that space more resourcefully.

1. Am I guided by a clear vision of how I emerge?

When a challenge hits, our instinct is to focus on the problem. But the leaders who navigate adversity most effectively begin by envisioning the outcome — not as a wish or a hope, but as a vivid image of a future they believe they can bring into existence.

This applies at every scale. It could be a vision for how you emerge from a restructuring, how you want a difficult conversation to land, or even how you want to show up on a tough day. The principle is the same: first envision the desired outcome, then bring that vision to life.

The harder part is that serious challenges disrupt the baseline from which we project into the future. Conceiving an aspirational vision from a new and unwelcome reality requires a meaningful shift in perspective — and that shift begins with acceptance. Accepting a challenge doesn't mean agreeing with it. It means clearing the mental space to start building forward. After all, if we can create musical instruments and art by upcycling garbage, we can always create a brighter future for ourselves, no matter the circumstances.

2. Am I using all of the resources available to me?

Tougher challenges come with ambiguity, uncertainty, and high stakes. In such moments, the question is whether we are drawing on everything available to us — especially the wisdom of our inner selves and that of our human ecosystem.

Earlier in my career, I was asked to move to a position that looked promising on paper — the right experience, senior leadership support, a strong financial package. But my intuition resisted it from the moment I heard the offer. I sensed that the leadership and culture of the organization might hinder my progression, though I couldn't articulate why.

I followed my intuition and declined. There was no backlash, and better opportunities came later. Reflecting on that decision, it felt as if something within me knew better than my conscious mind — and fortunately, I listened.

Each of us possesses this inner knowledge. We call it intuition, instinct, or gut feeling. Learning to trust it is a key part of the art of decision-making. Equally important is connecting with the wisdom in our human ecosystem. As a Turkish maxim puts it: "Talk with many, think with a few, and decide on your own."

3. Am I prepared — not just strategically, but psychologically?

This is the step leaders most often skip. We prepare our arguments, our data, our talking points — but not ourselves. The doubts and fears we experience in making a decision can linger while we are acting on that decision. Taking the time to prepare ourselves psychologically, just as a coach of a sports team would, is critical.

Three elements of that preparation stand out. First, prepare for others' emotional reactions. As emotions are contagious, an unexpected reaction can easily throw us off balance. Second, develop self-belief. Feeling doubtful doesn't mean we don't believe — it means we still need to confront our doubts and find actionable ways to overcome them. Third, lean on coaching. An outside perspective — formal or informal — can help us see what we cannot see ourselves.

I learned this firsthand when a friend and coach told me directly that she thought I was struggling in a new leadership role. It wasn't easy for my sense of self to swallow that comment. After all, I had already reached a senior position. But after reflection, I accepted that change had to start with me. The coaching that followed was transformative — not because it gave me answers, but because it held up a mirror through incisive questions.

Using the Space

When faced with a challenge, reflecting on these three questions reveals the true extent of control we have over our lives. They shift us from reacting — driven by fear, habit, or ego — to responding with clarity, resourcefulness, and inner strength. The space between stimulus and response is always there. The discipline is to use it.

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Ahmet Bozer is a global business leader and the author of Soulgery: Self-Surgery of The Soul — A Lifelong Guide to Unlocking Your Potential (Ahmet Bozer Growth Colony, LLC, 2025). A former president of Coca-Cola International, he spent over 30 years in senior leadership roles across continents and cultures before devoting eight years to developing the Soulgery model for lifelong personal growth. His approach bridges Western leadership pragmatism with Sufi philosophy. Learn more at www.soulgery.com.

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Posted by Michael McKinney at 07:25 PM
Permalink | Find more on this topic in Problem Solving

Leading Thoughts for July 2, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Cate Hall on being authentic:

“I was allowed to get away with being blunt and matter-of-fact when it came to people who managed me, but as I moved into positions of power myself, this way of operating began to incur costs. Being a good manager, it turns out, requires more than demanding excellence; it also entails showing that you recognize it in others.

“Moreover, I finally admitted to myself that my cloud of aversion around learning to be warmer was a defensive mechanism. When I told myself I was ‘being authentic’ by remaining aloof, I was also avoiding having to look at some free-floating shame about my social awkwardness. When you spot an inner defense like this—a reaction of “I can’t do that, it wouldn’t be authentic”—it’s a yellow flag that you’ve noticed a possible area of improvement that you’re avoiding because it’s threatening to your ego.”

Source: You Can Just Do Things: How High-Agency People Get What They Want Out of Life

II.

Mike Grossman on keeping it together:

“Focus on input rather than outcome. This is inherently challenging because we live in a world obsessed with outcomes. But the outcome isn’t controllable. Consequently, worrying about the outcome, while sometimes unavoidable, isn’t helpful in the slightest. It’s a waste of time, a waste of energy, and a significant distraction. And it’s emotionally draining.”

Source: Failure Is An Option: Reflections of a Silicon Valley CEO

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Posted by Michael McKinney at 11:07 AM
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First Look: Leadership Books for July 2026

HERE'S A LOOK at some of the best leadership books to be released in July 2026 curated just for you. Be sure to check out the other great titles being offered this month.

The Power of Pull: What You Need to Know About Customer Demand to Build a Successful Startup (and Why Most Founders Get It Wrong) by Rob Snyder

Rob Snyder followed all the traditional advice for launching a startup—he did his research, ran experiments, raised millions in venture capital—but his company struggled to get off the ground. In The Power of Pull, Snyder strips entrepreneurship down to one counterintuitive principle: Customer demand is all that matters. When entrepreneurs find real demand, they stop pushing their product onto an indifferent market, and instead customers pull the product out of the entrepreneur’s hands. Yet most founders misunderstand what demand is and how it works. With examples from early-stage founders, this book shows how to find real demand and create a fast-growing business.

All the Difference. Six Leadership Actions to Bridge Perspectives, Strengthen Teams, and Create Value by Susan MacKenty Brady, Stuart D. Kliman, and Lt. Gen. (Ret.) Leslie C. Smith

Look around your team. You see people with different communication styles, perspectives, cultural norms, and capabilities. These differences are expressed in all kinds of ways—a casual gesture in a meeting, a colleague's opinion on a current event, an intense work style—and can often lead to friction, even conflict. You try to manage around them, but what if these differences are the key to your team's success? In All the Difference, the authors argue that leaders must shift their view: difference is not just noise to tolerate—it's the raw material for creating value. When difference isn't understood or acknowledged, it breeds disconnection, saps performance, and undermines your team's potential. What's needed is a leadership strategy for turning human difference into your organization's greatest strength.

The Why Not Advantage: How Small Probabilities Create Outsized Outcomes by Sanjay Manandhar

We are surrounded by data meant to ground us in reality: Nine out of ten start-ups fail. Most career pivots stall. High-stakes dreams are for the lucky few. But as entrepreneur and technologist Sanjay Manandhar reveals, these numbers describe groups, not individuals-they are descriptive of the past, not prescriptive of your future. The decisions that matter most-a career pivot, a startup, a long-shot opportunity-are not repeated trials. They happen once. And in those moments, your subjective variables are the ones that matter most. The Why Not Advantage introduces a practical framework to help you rethink risk, challenge assumptions, and act with intention-even when the odds seem against you.

The Price of Becoming: The Compounding Practices of High Performance by Ryan Hawk

Ambitious people know what they want to do and where they want to go, but they aren’t sure how to get there. Abstract advice feels good but ultimately changes nothing. Only concrete action can change habits, which in turn changes lives. The Price of Becoming is a clear guide with instructions for overcoming complacency, mastering communication, and making better decisions under pressure. Ryan Hawk draws from over 700 interviews with some of the world’s leading experts, leaders, thinkers, movers, and doers, to answer one powerful question: “What can I do today to build a better me?” Ryan distills their numerous insights, data, and direct personal experiences into a practical, actionable framework he divides into three sections: Learn—Fuel Your Intake Engine. Work—Take Action. Lead—Teach Others

The California Pizza Kitchen Story: How Two Federal Prosecutors Changed the Way America Eats Pizza by Rick Rosenfield

The California Pizza Kitchen Story is a candid business memoir that traces the unlikely journey from federal courtrooms to the creation of one of the most influential brands in modern casual dining. More than a growth story, this book reveals the human realities of entrepreneurship: partnership dynamics, culture under pressure, betrayal and resilience, and the constant tension between creativity and control. Central to CPK’s success was the deliberate creation of a people-first culture, embodied in the ROCK values—Respect, Opportunity, Communication, and Kindness—and the belief that culture, not product alone, drives enduring success. Written in a direct, personal voice, The California Pizza Kitchen Story is both a memoir and a practical guide, offering lessons in leadership, reinvention, and how vision and values can turn an unconventional idea into a lasting brand.

For bulk orders call 1-626-441-2024

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“Books are the quietest and most constant of friends; they are the most accessible and wisest of counselors, and the most patient of teachers.”

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Posted by Michael McKinney at 11:13 AM
Permalink | Find more on this topic in Books

LeadershipNow 140: June 2026 Compilation

Here is a selection of Posts from June 2026 that you will want to check out:

• Greatness and the Machine by @Brendan_McCord
• 9 Ways Great Leaders Communicate by @charlesstone
• How Often Does Your Team Laugh? by @PhilCooke
• The seven operating truths of AI-native companies via @McKinsey Your model isn’t the bottleneck—accessing your tribal knowledge is
• Becoming Irreplaceable by @neuranne
• Your entire life will change when you realize you need more action, not information by @Tim_Denning
• 9 Habits of Highly Successful Thought Leaders by @BriankDodd
• How To Get Unstuck: 6 Secrets From Philosophy by Eric Barker @bakadesuyo Eric Barker
• The Most Dangerous Threat to Your Organization May Be the One Small Infestation You're Ignoring by @BrianKDodd
• What if Consumers Hate AI Content? by @sophiebakalar
• Graduating Problems by @iamthezack We are, every one of us, the descendants of people whose problems graduated.
• What was Theodore Roosevelt's "Tennis Cabinet"? Historian Michael Patrick Cullinane joins @jamesstrock to discuss the informal circle that helped shape Roosevelt's presidency—and what it reveals about leadership, power, and governing today
• Accountability Must Be Chosen, Not Mandated via @HarvardBiz

See more on Twitter.

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Posted by Michael McKinney at 10:34 AM
Permalink | Find more on this topic in LeadershipNow 140

We Are All Ambiverts Now

IT is not unusual to label yourself as an extrovert or an introvert—two terms that Carl Jung introduced in 1921. We do have proclivities one way or the other. But there are times when we need to be an extrovert, and there are times when we need to be an introvert. Effective leaders are flexible enough to balance the two extremes as needed. They become ambiverts.

Ambiverts are those who can behave like introverts or extroverts depending on the situation they find themselves in. In We Are All Ambiverts Now, authors Karl Moore and Gabriel Mehl state that in today’s world, successful leaders are those who can be both.

We live in a world where the loudest voice usually comes out on top. The extrovert’s readiness to engage socially and their “go-getter” approach fits with our preconceived notions of take-charge people. “Extroverts exude confidence and tend to stand out in a crowd. Our world has been constructed for extrovert leadership precisely because they seem competent and reliable at handling crises—they are loud, they are confident, and they let everyone know that they have a plan to fix the issue.”

At the same time, extrovert leaders tend to dominate instead of listening and as a result often lack situational awareness. “The extrovert who lacks awareness will not seriously consider the opinions, sentiments, or needs of others. These qualities may harm the group chemistry and energy dynamics that this extrovert worked so hard to establish.”

Introverts typically aim, then shoot. “We should not underestimate the power of a quiet-natured individual. Introverts are excellent listeners and thorough analyzers: they are capable of reading the room, considering and incorporating ideas into analysis, and contributing optimally to discussions. They also possess almost impeccable persistence, the capacity for creativity, and the capability to focus.”

Extroverts tend to think out loud, whereas introverts process information internally before sharing. This characteristic of introverts can make for more balanced decision-making even if they are prone to overthinking.

Neither approach is better than the other. Both approaches have their strengths, so an effective leader will know when to change their approach to best suit the situation. “The opportunity for advantage now lies in flexibility—how quickly and seamlessly leaders can alter their communication style on command and as needed. This opportunity for advantage lies with the ambivert.” Balance is the key. “Whereas introverts maintain a stronger inward life energy, and extroverts maintain the same thing outwards, ambiverts are characterized by their balance and adaptiveness.”

Extroverts would be wise to listen more and talk less. Share their ideas much later in the process. Introverts, on the other hand, would be more effective if they stopped ruminating and took the leap.

The authors give advice to introverts or extroverts who find themselves managing the other and how to blend a team of introverts and extroverts for the best business results.

While the ambiverts’ flexibility and adaptability are a superpower, it puts them at risk of being perceived as inauthentic. Some may find them to be unpredictable. Open communication can help to ease misunderstandings. Consistency with your natural style is important, and not all situations require you to change your approach.

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Posted by Michael McKinney at 09:52 AM
Permalink | Find more on this topic in Personal Development

Awareness Can Be Bought. Loyalty Must Be Earned

FOR as long as I can remember, marketers have pursued awareness. The assumption was simple: if enough people knew your brand, more would buy from you.

Today, while awareness is easier than ever to build, many well-known brands struggle to move beyond being known to being preferred.

The gap between awareness and loyalty is relevance. Customers don’t become loyal simply because they know you exist. They become loyal because you matter to them.

The logic behind customer awareness used to be straightforward: the more people knew your brand, the more they would buy from you. As marketers, we were taught “share of mind” (think of you), “top of mind” (think of you first), and even “share of wallet” (capture more business than your competitors). For a long time, that approach worked.

Today, however, awareness has become easier to achieve and, in itself, far less meaningful. Consumers are exposed to thousands of messages daily. Social media, search engines, influencers, digital advertising, retail media networks, and artificial intelligence have enabled brands of all sizes to reach vast audiences.

Today, brands that focus exclusively on visibility often end up competing on price, promotions, and convenience. Brands that focus on meaning and earning trust, however, achieve something far more powerful: an emotional connection.

The Difference Between Being Recognized and Being Remembered

Being known is no longer enough. Customers may recognize your name, but name recognition alone doesn’t lead them to choose you. It doesn’t create loyalty, generate trust, or build belief.

The brands that thrive today understand an important distinction: awareness gets you noticed; relevance gets you chosen. Relevance is what transforms a brand from being simply another option into something that matters to the consumers you’re trying to reach. It’s the difference between being recognized and being remembered.

At its core, relevance answers a simple question: “Why should I care?”

Many organizations struggle with this question because they focus on what they sell rather than on why it matters. In doing so, they often commoditize their offering rather than differentiate it.

Loyalty Arises from Earning “Share of Heart”

While both share of mind and share of wallet remain important, increasingly the brands that endure earn something even more valuable: share of heart. It’s the emotional connection that prompts customers to do more than buy from a brand and causes them to believe in it.

Share of heart elevates one company over another, even when competitors may be cheaper, faster, or more convenient. At the very least, it levels the playing field.

The strongest brands understand what creates loyal customers. They:

1. Lend meaning behind their offerings. Features can be copied. Pricing can be matched. Technological advantages rarely last forever. On the other hand, meaning is much harder to reproduce. When a brand stands for something meaningful, people do more than shop with it. They believe in it. When people believe in a brand, they’re far less likely to abandon it.

2. Provide peace of mind. Customers aren’t merely buying products or services. They’re seeking confidence, belonging, trust, identity, convenience, aspiration, and, importantly, peace of mind. When a brand consistently balances emotional and functional needs, it attracts loyalty in ways that competitors will struggle to disrupt.

3. Understand their deeper purpose. The most relevant brands understand their deeper purpose. They know why they exist. They give customers a reason to care and, very importantly, give employees a reason to believe in that purpose.

4. Reinforce their message through action. Today’s consumers are adept at spotting empty promises. Brands earn trust when their actions consistently align with their messaging. Actions matter far more than words.

5. Foster a sense of belonging. People are naturally drawn to things that reflect their values and aspirations. The best brands make customers feel part of something that goes beyond a transaction.

6. Remain consistent even when it’s difficult. Values are easy to communicate when things are going well. The true test comes when maintaining those values requires difficult decisions. Customers notice in good times and in bad. And they remember.

In a marketplace where awareness can be bought, loyalty remains one of the few competitive advantages that must be earned. And the brands that earn it compete on something far more compelling than price, promotions, or noise alone — belief.

Final Thoughts: Over The Years I’ve Learned:

• Communicate why you matter, not just what you sell.
• Customers judge brands by their actions, not by their words.
• Purpose, clarity, and consistency are essential to relevance.

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Warren Kornblum, former Global Chief Marketing Officer of Toys “R” Us and former Chief Marketing Officer of Serta Simmons Bedding, has spent his career helping brands build emotional loyalty and connect with people on a human level. Today, as the founder of Shadow Branding, he advises leadership teams across industries through keynote speaking, executive seminars, and long-term advisory relationships focused on trust, customer loyalty, leadership, and emotional connection. His new book is, Notes from the Brand Stand: Thoughts on Emotional Branding from Someone Who Has Fought for Consumer Attention and Won (Shadow Group Publishing, Jan. 1, 2026). Learn more at shareofheart.com.

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Posted by Michael McKinney at 04:45 PM
Permalink | Find more on this topic in Marketing

Leading Thoughts for June 25, 2026

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Psychiatrist Phil Stutz on bad habits:

“The impulses for all of our bad habits travel along the same path – a straight shot to immediate gratification through what I call the lower channel... Lower channel functioning is a disaster. When the pleasure is over, we’re left with nothing. Every time you restrain your impulses, you close off the lower channel... And in this higher channel, the energy accrues. Every act of restraint puts more in the piggy bank.”

Source: Lessons for Living: What Only Adversity Can Teach You

II.

Nir Eyal on rumination:

“Attention doesn’t just observer reality, it shapes it. It amplifies that we focus on while diminishing what we ignore. Rumination (repeatedly focusing on negative thoughts) strengthens neural pathways that keep us stuck. Recognize that your current problems may be partly created by where you’re directing your attention.”

Source: Beyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results

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Posted by Michael McKinney at 03:21 PM
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Designing Joyful Workplaces

IN today’s landscape, complete with change, disruption, ambiguity and uncertainty, it’s more important than ever that leaders are effective, not just efficient.

Talent management must shift from being reactive to being strategic, intentional and aligned to outcomes. How do we move from “putting out fires” and reading smoke signals to building the “house”, or environment, to better account for potential business impacts? The answer is simple. Business strategies must also become talent strategies.

Too often, organizations develop business goals and outcomes first, then call talent leaders in later to operationalize them. The deeper opportunity includes inviting talent leaders into the room during the design phase. This enables organizations to become proactive versus reactive.

Across industries, leaders are balancing higher expectations with fewer resources. Employees are navigating uncertainty, financial stress and constant change. The challenge is not simply improving productivity. The challenge is designing workplaces where people feel seen, valued and connected to both their purpose and the organization’s goals.

In my book, Joyful Workplaces, I introduce what I call the Joyful Workplace Design, a practical approach for building workplaces where people feel seen, valued, connected to their purpose and aligned to organizational goals. A joyful workplace is “the natural outcome of an effective, high-performing environment.”

Some leaders may believe that hosting social activities, happy hours, get-togethers and fun offsites build community, show people they are valued and create connection. And, at the surface level, this is true. These moments can create shared experiences and bring people together.

I also encourage leaders to dig deeper and examine the everyday ways they signal to teammates that they are valued and cared for. This may look like sending a short message saying, “I appreciated your work on the presentation today,” or creating opportunities for team members to take on projects and responsibilities that leverage their strengths and interests.

It’s important to recognize that every teammate is unique. Ask questions, engage in conversation and be curious. Explicitly ask, “What would make you feel seen, valued and connected?” Based on their response, tailor your leadership to support their needs.

Research grounded in Self-Determination Theory reminds us that teammates need autonomy, trust and purposeful work. When leaders delegate a task, they should trust that their teammate is able to carry it out.

Mutually agreed upon touchpoints for coaching, support and review may still be needed. But leaders must also create space for teammates to take ownership, contribute their ideas and do their best work. Letting go of excessive control provides teammates with the opportunity to grow, shine and feel that their work matters.

Leaders should consider how they balance autonomy and structure. At one end of the spectrum are leaders who may provide a high degree of structure and low degree of autonomy. Examples of this might include frequent check-ins, repeated review cycles and excessive oversight. This may communicate a lack of trust in one’s team members.

At the opposite end, some leaders may avoid creating structure because they want team members to be creative and feel trusted. The result of this approach may be lack of clarity around expectations, priorities and accountability.

If you want your team members to feel seen, valued and connected, focus on being an effective leader.

Leaders can create this clarity through regular one-on-one meetings, documenting action items and owners after meetings, reinforcing priorities and creating opportunities for employees to ask questions and provide feedback.

When you consider your favorite bosses and leaders over the years, what do most of them have in common? For me, it’s that they did not know me in a transactional or task-based way. There was not a sense of distance or surface-level knowing. The leaders who impacted me most saw me for me. They intimately knew my strengths, interests and potential. Those were the leaders who enabled me to feel seen, valued and connected.

Practically speaking, this means making one-on-one meetings about more than project updates and deliverables. Invite conversations that talk about more than project work or tasks. Over time, you’ll find that relationship building happens beyond the small talk before a meeting or when you see pass someone in the hallway. Another practical step you can take is, when possible, align team members with projects, stretch opportunities and responsibilities that interest them and leverage their unique strengths.

Some of the leaders who impacted me most shared writing, speaking and collaboration opportunities because they knew I was interested in them. Others would send me an article, newsletter or idea with a simple note saying, “Thought of you.” Those leaders made me feel seen. So often leaders may feel like they need to do something big, but many small actions over time build a sense of belonging and connection.

Avoid over-indexing on team-building exercises, socials and offsites to create connection. Yes. Occasionally they may be welcomed by the team and provide light-hearted interaction. But, over the years, I’ve heard countless stories of team members wishing they were back at their office doing work instead of doing forced team building. While often well intentioned, these efforts can feel surface level when they are not supported by deeper relationship building.

How do you sustain a sense of belonging? Build and deepen trust with your teammates over time. Engage in regular conversations including meaningful check-ins and relationship building. Show them that you value their strengths, perspectives and contributions. Create space for others to share ideas and feel heard. During a meeting, ask, “What do you think about this?” “How could we improve in this area?” “Do you have any feedback?” Learn what motivates each member of your team and where they hope to grow.

Joyful workplaces are not built through slogans, perks or one-time initiatives. They are shaped through intentional leadership, thoughtful workplace design and everyday interactions that reinforce trust, clarity, accountability and belonging. In many ways, the little things become the big things.

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Yolanda Fraction, M.Ed. is a talent leader and leadership advisor for 20+ years across government, corporate, nonprofit, and academic settings and the author of Joyful Workplaces: How People and Systems Create Energy, Resilience, and Results (2026).

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Posted by Michael McKinney at 04:30 PM
Permalink | Find more on this topic in Human Resources