Getting clear on why we are doing what we are doing before we jump into action.

What's on your list for the summer?

And, how are you currently embracing the energy of July? 

It's often palpable when we experience this type of pride of ownership —whether from the restroom attendant who cares about making everything sparkly, or a seat that was saved just for us, or a dinner prepared by hand and served to just a handful of tables behind a hidden door. 

We don't need to practice friction-maxxing for everything, but we might want to practice it for some things —specifically things that align with our values and priorities.

Sparking a feeling of joy does not need to be complicated, time intensive, or expensive.

Sometimes the most satisfying moments are not the biggest accomplishments or the largest projects, but the ones where we can clearly see the impact of our efforts. 

As leaders we can take a moment to notice, remember, acknowledge, and appreciate. 

Acting with intention does not need to be big, fancy, or expensive. 

It can be as simple as a single white candle, added to the table in the lobby, and placed with care next to the sign.

We have an opportunity to treat every person we encounter with care, whether that person is checking us into our hotel room, or the lifeguard at the pool, or our server at the restaurant, or a colleague on our team. 

Some hard decisions and conversations will be inevitable.

And as leaders, we have a choice about how we deliver it and the ripples we create as a result. 

We can do anything, but we can't do everything.

It can be easy to fall into the trap of “the elephant looking small in the distance,” where more seems possible than reality allows.

How can we make you feel welcomed? 

How can we make you feel safe? 

How might a small gesture make your day just a little bit better? 

These are things we can do anytime, even without a sign on the wall. 

Power can be defined as: ability to do or act; capability of doing or accomplishing something. 

During times of uncertainty, we can get clear on what doesn't change — our values, our north star, the kind of leader we want to be.

The key area I see teams struggle with, when it comes to recruiting, hiring, and interviewing.

The world can feel heavy. So, why not have something (or a few things) to look forward to?

“Times of liminality are disconcertingly chaotic; therefore, a leader's job is to provide some firm footing for people, with assurances of what will not keep changing.” 

What makes culture contagious? 

What are the qualities and characteristics that lead us to love our team and our workplace so much that we, unprompted, want to shout about them from the rooftops?

“There's so much going on in the world right now so trying to stay joyful and grounded how and where I can.” 

Often the experiences that feel most meaningful aren't the biggest or the most elaborate. They're the ones where someone has thought carefully about what matters.