As a college coach, I took a strength-based approach to leading our team. I believed our job wasn’t to fix everything about a player, but to help them do what they do best — and then build a team where those strengths fit together like puzzle pieces.

This approach to developing people and teams has stayed with me for decades.

When I think about skills, I often divide them into three simple categories:

First, I believe over time, most people will learn to identify their superpower. It’s not always glamorous, but it’s consistent. It’s the thing you can rely on when the moment matters most.

I was seated in a circle with a group I had worked with many times before. They had committed to the long haul of team development, the kind of work that isn’t solved in a single workshop, but over time, layer by layer.

When I first met them, things weren’t good. You could feel it in the room. If something didn’t change, people were going to lose their jobs.

But session after session, they began to grow. They started naming the hard things. They brought unresolved conflict to the surface.

Growth isn’t just about surviving, it’s about staying connected to what nourishes you. In this blog, explore why leaders must pay attention to the environments they choose and the sources that sustain them through the difficult and dry seasons.

Leadership is about more than high expectations—it’s about setting your people up for success. In this post, discover how creating the right environment and culture can unlock growth and innovation within your team.

In this post, a simple roof replacement experience reveals key lessons in leadership: the importance of listening, building trust, and providing exactly what your team needs—no more, no less.