What the Wedding at Cana Teaches Us About Leadership and Success
In the hustle of life and business, we often desire instant results. We want the win without the work, the success without the sweat. But true excellence requires effort—an important principle that’s vividly illustrated in the story of Jesus turning water into wine at the wedding in Cana (John 2:1-11).
This wasn’t just a miraculous moment; it was a leadership lesson. Jesus didn’t create wine out of thin air. Instead, He asked the servants to do their part first: “Fill the jars with water.” Only after they obediently filled the jars did He transform the water into wine.
This story offers a profound truth for leaders, teams, and individuals: we can’t achieve the “wine” of success without first “filling the jars” through effort, preparation, and faith. Here’s how this lesson applies to life and business:


1. Success Begins with Obedience and Action
When Jesus told the servants to fill the jars with water, the task probably seemed mundane—maybe even pointless. After all, they weren’t out of water; they were out of wine. Yet, they obeyed without question and filled the jars to the brim.
In business, we often face similar moments. We’re asked to do tasks that seem unrelated to the end goal, like conducting thorough research, revisiting old strategies, or putting extra effort into preparation. These moments test our commitment to the process. Success often comes when we’re willing to take action, even when the results aren’t immediately visible.
Ask Yourself: Are there “jars” in your life or business that you’ve been reluctant to fill because they seem insignificant? What step can you take today to move closer to your goal?


2. Effort Precedes Excellence
Notice that the servants didn’t half-fill the jars—they filled them to the brim. They gave their full effort to the task at hand. It wasn’t until this work was complete that Jesus transformed the water into wine.
This principle is just as true in business as it is in life: the quality of your preparation determines the quality of your results. Whether it’s launching a product, closing a sale, or leading a team, excellence is rooted in the effort you invest beforehand. Cutting corners only leads to missed opportunities.
Challenge: Are you giving your best effort, or are you doing the bare minimum and expecting great results? Success starts with filling the jars “to the brim.”


3. Collaboration Leads to Transformation
In the Cana story, Jesus didn’t act alone—He partnered with the servants to make the miracle happen. They did the work of filling the jars, and He did what only He could do: transform the water into wine.
The same is true in leadership. Great outcomes often come from a combination of preparation, teamwork, and trust. As leaders, it’s our responsibility to empower others to do their part while trusting the process. Collaboration is the soil where transformation grows.
Illustration: Imagine a sales team preparing for a major pitch. Every member plays a role—research, writing the proposal, practicing the presentation. Each person’s effort contributes to the ultimate goal of winning the client. The leader’s job is to inspire the team to give their best and trust that their collective work will yield success.


Practical Steps to “Fill the Jars”

1. Identify Your Jars: Reflect on areas in your life or business where you’re waiting for results. What foundational work needs to be done first? Write down one actionable step for each area.
2. Commit to Excellence: Whatever task you’ve been given, do it to the best of your ability. Aim to fill the jars “to the brim” rather than settling for mediocrity.
3. Empower Your Team: As a leader, set clear expectations and ensure your team understands the “why” behind their work. Empower them to take ownership of their tasks, and trust their contributions.
4. Be Patient with the Process: Sometimes, the results of your effort aren’t immediate. Stay consistent, and trust that the work you’re doing now will lead to transformation later.

The Intersection of Faith and Work
The miracle at Cana reminds us of a powerful truth: while God has the power to bring success, He often requires our participation. Whether in faith, leadership, or business, we’re called to do our part before the breakthrough comes.
Are you willing to “fill the jars” in your life and business? Take that first step of faith today. Do the work, commit to excellence, and trust that the results will follow.
After all, the best wine is always worth the effort.

​From the moment we enter this world, growth is the natural expectation. You never look at a newborn baby and think, "I hope they stay the same." Instead, you expect that child to grow, develop, and thrive. This same principle applies to the people we lead. As leaders, we must ask ourselves: Are we proactively helping our people grow, or are we merely managing tasks? The reality is that leadership often comes with a heavy workload. In some jobs, while our titles say leader, our responsibilities resemble that of a manager—focused on deadlines, numbers, and operational tasks. These things matter, but they should never overshadow one of the primary responsibilities of leadership: developing people.
Growth may start with the individual, but as leaders, we are responsible for cultivating the environment and opportunities for growth. People often want to grow but lack the resources, support, or direction to take the next step. That’s where strong leadership comes in. Making growth a priority means scheduling intentional conversations with team members about their goals and aspirations. These discussions can be transformative when leaders ask the right questions: What motivates you? What skills do you want to develop? Where do you see yourself in the future? By listening carefully, leaders can identify not only their team’s ambitions but also the barriers holding them back.
Once leaders understand where their people want to grow, they can take action. Growth doesn’t happen by accident; it must be intentional. Leaders should identify each individual’s strengths, weaknesses, and areas where they can improve, then tailor projects and assignments that stretch their skills and challenge their comfort zones. At the same time, leaders must provide resources that support growth. These can include professional development opportunities like courses, workshops, mentorship programs, or access to books, podcasts, and other learning tools. Growth flourishes in environments where resources are abundant and learning is encouraged, so leaders must act as facilitators, connecting their people with what they need to thrive.
Fostering a culture of feedback is another essential aspect of helping people grow. Too often, feedback is treated as a once-a-year event during performance reviews, but this approach stunts growth. Instead, feedback should be continuous, constructive, and specific. Leaders need to celebrate successes, no matter how small, and provide clear guidance on areas for improvement. By building a culture where feedback is normalized, team members feel valued, supported, and empowered to take the next steps toward growth.
However, leaders must not stop at simply encouraging growth in others—they must also model a growth mindset themselves. A leader who demonstrates a commitment to learning, embraces challenges, and openly shares their struggles sets an example for the entire team. Leadership isn’t about being perfect; it’s about being real. When leaders admit their mistakes, learn from failures, and actively seek growth, they inspire others to do the same. A leader’s vulnerability creates trust, and trust is the foundation for a team that thrives.
It’s also important to recognize that growth is not always a straight path. Progress can be slow, and setbacks are inevitable. That’s why leaders must celebrate not just the end results but the effort, persistence, and milestones along the way. Growth takes time, but when leaders recognize and reward the process, they motivate their people to keep striving for more. These small moments of recognition can have a profound impact, reminding people that their hard work is seen and appreciated.
Ultimately, leadership is about leaving a legacy. The true measure of a leader lies not in their individual achievements but in the growth and success of their people. Are you helping your team develop into better professionals, better leaders, and better people? If we want to see our teams thrive, we must be intentional about creating an environment where growth is not only possible but expected. People are meant to grow, and as leaders, it’s our responsibility to cultivate the soil, provide the sunlight, and offer the water they need to flourish. Great leaders don’t just manage tasks—they inspire transformation.
Ask yourself today: What steps can I take to help my people grow? What legacy am I building as a leader? The answers to these questions will define not only the success of your team but also the impact you leave behind.
 

The Lighthouse in the Storm: A Leadership Story

Leadership isn’t truly tested in calm waters. It’s in the storms—when the waves crash, visibility fades, and uncertainty looms—that a leader’s true character is revealed. The story of Alex Hartwell, a CEO navigating a corporate crisis, shows how leadership can become a guiding light during turbulent times.

Just six months before the crisis hit, Alex’s company, BeaconTech, was thriving. Revenue was strong, the team was motivated, and clients were happy. But like many organizations, the unexpected arrived without warning. Economic shifts, client departures, and market uncertainty sent the company spiraling. Suddenly, Alex was faced with the grim possibility of layoffs and a demoralized workforce.

At first, Alex hesitated to share the full scope of the challenges, worried it might incite panic. But the lack of transparency only deepened the team’s anxiety. Whispers of layoffs spread, and morale plummeted. Alex quickly realized that withholding information wasn’t protecting the team—it was weakening their trust.

Clarity in the Fog

Alex’s turning point came during an all-hands meeting. Standing in front of a tense and worried team, they chose a different path. “We’re facing a storm,” Alex said, “but we’ll get through it together. Here’s what we’re up against, and here’s how we can adapt.” By addressing the situation with honesty and outlining a clear vision for the future, Alex gave the team what they needed most: direction.

The lesson was clear—clarity and transparency cut through the fog of uncertainty. When people understand the challenges, they can rally together to face them.

Steadiness in the Chaos

In the weeks that followed, Alex learned another vital lesson: leadership isn’t about perfection; it’s about presence. When criticism rolled in from clients or when a senior leader resigned unexpectedly, Alex’s instinct was to feel overwhelmed. But they realized that the team needed steadiness, not emotional reactions.

Leaders, like lighthouses, must stand firm, even when the storm intensifies. Alex’s calm and consistent presence gave the team confidence to keep moving forward, even when the situation felt bleak.

Empowering the Crew

As the crisis unfolded, Alex discovered the value of collaboration. Initially, they tried to control every decision, believing it was their responsibility to fix the company’s problems. But during a brainstorming session, a junior team member proposed an idea that ultimately led to a major breakthrough.

Alex learned that leadership isn’t about steering every ship—it’s about empowering others to navigate. Trusting the team’s creativity and problem-solving skills not only led to innovation but also strengthened the sense of ownership within the organization.

Vision as an Anchor

Even during the darkest days, Alex held onto the company’s vision. They reminded the team of their shared purpose and where they were headed, even when the path was unclear. That vision became an anchor, giving the team something to strive for and rally around.

A leader’s ability to articulate and maintain a clear vision, even in crisis, is one of the most powerful tools to inspire and motivate a team.

Reflections from the Storm

By the time BeaconTech emerged from the crisis, it was a different organization—stronger, more unified, and more innovative. Alex, too, had grown as a leader. They learned that the storm isn’t just a challenge to survive but a catalyst for growth.

Leadership, Alex discovered, is about more than making decisions. It’s about providing clarity, standing firm, trusting your team, and holding onto the vision that guides everyone through the turbulence.

Your Leadership Moment

Every leader will face a storm at some point. The question isn’t whether you’ll encounter challenges—it’s how you’ll respond. Will you try to control everything, or will you empower your team? Will you let fear dictate your actions, or will you inspire confidence through clarity and steadiness?

In every storm lies an opportunity to lead with courage and resilience. Be the lighthouse your team needs. Shine brightly, stand firm, and guide them safely to shore.

Seeing Through the Fog: Lessons from Florence Chadwick and Proverbs 4Leadership often feels like navigating through dense fog. You know your destination is out there, but you can't see it clearly. The uncertainty is disorienting, and the temptation to quit grows stronger when the goal feels unreachable. Florence Chadwick’s story of swimming the English Channel provides a powerful lesson on persistence, focus, and the importance of seeing through the fog.
In 1952, Florence Chadwick attempted to swim 26 miles from Catalina Island to the California coast. Despite being an accomplished swimmer who had already conquered the English Channel, this swim tested her resolve. A thick fog settled over the water, making it impossible for her to see the coastline. Exhausted and disoriented, she gave up—only to learn she was less than a mile from her goal.
Two months later, Florence tried again. This time, the same dense fog rolled in, but her approach was different. She kept a mental image of the coastline in her mind, focusing on her destination even when she couldn’t see it. This shift in perspective gave her the strength to finish the swim successfully.
As leaders, we often face similar foggy situations—times of uncertainty when the path forward isn’t clear. It could be a challenging project, a conflict within your team, or a season when progress feels elusive. In those moments, it’s easy to want to quit. Why? Because we lose sight of the future, and doubt creeps in. Florence’s story, however, teaches us an important truth: when you can’t see your destination, focus on the vision in your mind.
Proverbs 4:25-27 offers similar wisdom:
“Let your eyes look straight ahead; fix your gaze directly before you. Give careful thought to the paths for your feet and be steadfast in all your ways. Do not turn to the right or the left; keep your foot from evil.”
This passage reminds us to stay focused on what truly matters and avoid distractions that pull us off course. But staying the course is easier said than done, especially when we are tempted to quit.
The fog of uncertainty triggers fear and doubt. Leaders often feel the pull to give up for three main reasons. First, they lose sight of their “why.” Without a clear purpose, it’s easy to get lost in the fog. Second, leaders often feel isolated, believing they are the only ones struggling in unclear circumstances. Lastly, they lack focus. Distractions, external pressures, and unexpected challenges can cloud the long-term vision.
So how do we press forward when the fog threatens to overwhelm us? Florence Chadwick’s story and Proverbs 4 provide three essential lessons.
First, revisit your why. Florence’s mental image of the coastline was her driving force. As leaders, your why might be your organization’s mission, your team’s growth, or a vision for a brighter future. Write it down and keep it visible. When the fog rolls in, remind yourself why you started and let that purpose anchor you.
Second, fix your gaze on the path ahead. Proverbs 4 teaches us to stay focused on the road directly before us. When facing a daunting challenge, break it down into smaller, manageable steps. Don’t let the enormity of the journey paralyze you—just focus on taking the next step forward.
Third, trust in what you can’t see. Florence didn’t stop believing the coastline existed, even when it was hidden from her view. Similarly, leaders must trust that clarity will eventually come. Faith plays a critical role here. Hebrews 11:1 reminds us, “Now faith is confidence in what we hope for and assurance about what we do not see.”
The fog may not lift immediately, but clarity will come if you persevere. Florence’s second swim reminds us that success isn’t just about skill—it’s about vision, persistence, and mental strength. As a leader, you may not always see the finish line, but by keeping your purpose in front of you, focusing on the next step, and trusting in the process, you can guide yourself and your team through the fog and toward success.
So, what is the “coastline” you need to keep in your mental picture today? Write it down. Reflect on it. And let it guide you through whatever foggy season you’re navigating. Remember, the destination is closer than you think.

In the world of winemaking, a vineyard is not just a field of plants; it’s a carefully curated ecosystem where every element serves a purpose. One of the most important features in a vineyard is the trellis—the structure that holds the vines in place, helping them grow in an orderly, productive fashion. Without this structure, grapevines would grow wild, intertwining and sprawling over each other, often choking out their own growth and blocking essential resources like sunlight and airflow.

The vineyard trellis is an excellent metaphor for leadership. Much like the trellis gives grapevines support and guidance, effective leaders provide a structure for their teams to thrive. But there’s an art to this support. Good leaders know that their role isn’t to control every detail of how their team grows but to establish an environment where the team can grow with purpose and clarity. Let’s look deeper into how a trellis in a vineyard represents strong, healthy leadership and why a lack of structure often results in chaotic, unproductive growth.

The Purpose of a Trellis: Guiding, Not Restricting

When you look at a well-maintained vineyard, you’ll notice that every vine is trained to grow along a specific path, guided by the trellis. The trellis doesn’t limit the vine’s potential—it directs it toward better, more fruitful growth. Each vine is able to reach upward toward the sunlight, receive adequate airflow, and grow in a way that maximizes its ability to produce high-quality grapes.

In leadership, a similar principle applies. A strong leader establishes clear boundaries and direction, much like the framework of a trellis. They define roles, set expectations, and provide a vision that aligns the entire team. This doesn’t stifle creativity; rather, it channels each person’s strengths in a way that aligns with the team’s overall goals. People thrive when they understand their purpose within the organization, much like vines flourish when they are properly supported.

Good leadership provides the structure, support, and encouragement needed for growth. Just as a trellis gives vines the freedom to grow while ensuring they remain supported and directed, leaders create an environment where individuals can grow within the framework of the team’s vision.

What Happens Without a Trellis?

Now, consider what happens if you remove the trellis from a vineyard. Vines will still grow, but without guidance, they tend to sprawl in every direction. The plants will begin to entangle, blocking each other’s access to sunlight, overcrowding, and becoming prone to disease. The grapes they produce may still be abundant, but they’re often of lower quality because the vines have been deprived of the resources they need to thrive.

In an organization without clear leadership or structure, a similar problem occurs. People may be busy, but without alignment, their efforts often work at cross-purposes. Team members may find themselves competing for resources or struggling with unclear priorities. Projects overlap, responsibilities blur, and confusion sets in. Without a clear vision from leadership, people may put their energy into tasks that seem important but do not contribute to the team’s overall success.

Without a guiding structure, individual efforts become entangled. Just as vines without a trellis are more vulnerable to disease and overcrowding, a team without leadership is more vulnerable to burnout, frustration, and diminished results. Productivity suffers because there’s no clear direction on how to move forward, and people lack the support to reach their full potential.

The Power of Balanced Structure: Freedom Within Framework

A trellis isn’t a rigid cage that restricts growth. Instead, it gives vines the freedom to reach their highest potential. Similarly, effective leaders understand that structure doesn’t mean micromanaging every move of their team. Instead, it means providing a framework within which each team member can thrive.

For example, a good leader sets clear goals and expectations but doesn’t dictate how each person should complete their tasks. They provide the resources and support needed for each individual to succeed. They ensure that everyone understands their role and how their work fits into the larger mission. In doing so, they create an environment where team members feel empowered to use their strengths and pursue creative solutions, knowing they have the support of leadership behind them.

This balance is essential. Just as vines need support but also room to grow, people need both direction and the freedom to apply their unique skills and insights. The trellis provides the framework, and the vine uses its own energy to flourish within that space. In the same way, a leader provides the vision, boundaries, and support, while the team members bring their talents and creativity to accomplish the mission.

Leaders as Gardeners: Cultivating Growth, Not Forcing It

In a vineyard, the gardener’s role is to maintain the trellis, prune the vines, and nurture the plants. The gardener doesn’t force each vine to grow in a specific way; rather, they give each plant what it needs to succeed within the framework provided by the trellis. Similarly, effective leaders don’t control every move their team makes. They cultivate an environment that fosters growth by removing obstacles, providing feedback, and helping each team member grow toward their best.

Leadership, like tending a vineyard, is an ongoing process. The gardener returns to the vineyard season after season, maintaining the trellis, checking the health of each vine, and making adjustments as necessary. Great leaders do the same for their teams. They don’t just set up a structure and leave it at that; they continually assess, support, and refine the team’s environment, adjusting as goals or circumstances evolve.

The Fruits of Structured Leadership

Ultimately, a well-structured vineyard produces abundant, high-quality fruit. Likewise, a team guided by effective leadership achieves results that are both productive and meaningful. The trellis in the vineyard represents the power of intentional guidance, showing that with the right support, every member of a team can reach their highest potential. Just as the trellis enables vines to thrive, strong leadership enables people to flourish.

In leadership, a balance between structure and freedom allows individuals to grow toward a common vision. A good leader provides this structure not to restrict growth but to channel it in ways that maximize each person’s strengths, ensuring that the entire “vineyard” bears fruit. This is the essence of a healthy, thriving team—one where structure empowers growth, and leadership cultivates success.

In the fast-paced world of business, companies often begin with an intense growth trajectory, driven by the excitement of new customers and expanding markets. But as they mature, many businesses hit a turning point: revenue starts to plateau. When this happens, continued growth requires a strategic shift—one that focuses less on acquiring new customers and more on retaining the ones they already have.
Understanding the PlateauMost companies eventually face a slowdown in revenue growth, a phase highlighted in business classics like Crossing the Chasm by Geoffrey Moore and The Innovator’s Dilemma by Clayton Christensen. As markets mature, customer acquisition becomes more challenging due to three primary factors. First, market saturation limits the pool of potential new customers. Second, competition increases, making it harder to stand out. Third, customer acquisition costs (CAC) rise as companies vie for the same prospects.
When these factors converge, companies reach a point where bringing in new customers becomes less profitable. At this stage, retention emerges as a smart and sustainable alternative for long-term growth.
Retention: The New Growth PathFocusing on retaining customers, rather than constantly chasing new ones, has become the most sustainable way to fuel long-term profitability. Fred Reichheld’s The Loyalty Effect highlights the power of customer loyalty, noting that even a small increase in retention rates—just 5%—can lead to a profit boost of up to 95%. Tien Tzuo, author of Subscribed, emphasizes that retention is the foundation of successful subscription-based models, which rely on ongoing engagement to maintain steady revenue streams. In fact, businesses that focus on retention over acquisition find that loyal customers bring stability, spread positive word-of-mouth, and provide valuable feedback for service and product improvements.
Retention offers three main benefits. First, it ensures more stable revenue, creating predictability and reducing the pressure to acquire new customers constantly. Second, loyal customers serve as natural advocates, promoting the brand without additional marketing costs. Finally, engaging with long-term customers provides insight into product improvement, as they’re likely to offer feedback that can help refine and elevate products to meet changing needs.
Strategies That Drive RetentionEffective retention requires a thoughtful approach to deepen customer relationships and enhance engagement. Personalization is one powerful strategy. As explained in Customer Success by Nick Mehta, Dan Steinman, and Lincoln Murphy, personalized customer success programs anticipate and meet customer needs, significantly increasing satisfaction and reducing churn. Creating a sense of community is another key tactic. Seth Godin, in Tribes, discusses the value of building communities around brands, which fosters loyalty and connection. Proactive customer support, a concept explored in Matthew Dixon’s The Effortless Experience, emphasizes that customers are more likely to remain loyal when companies provide seamless, low-effort support. Lastly, loyalty programs can reinforce positive customer habits. Charles Duhigg’s The Power of Habit illustrates how rewarding repeated behavior turns actions into habits, creating lifelong customers.
Retention as the Core of Long-Term GrowthWhen growth begins to plateau, retention becomes more than just a support strategy—it becomes a core driver of revenue. Investing in the satisfaction and loyalty of current customers builds a solid foundation for growth and mitigates the increasing costs of customer acquisition. Retention is not only about maintaining profitability; it’s about ensuring that loyal customers continue to see value, stay engaged, and help grow the brand.
In today’s landscape, focusing on retention has become a competitive edge. The companies that prioritize lasting relationships over continual acquisition will be the ones with the customer loyalty needed to succeed in a saturated market. Looking ahead, retention isn’t just a shift in focus; it’s the best investment for the future success of any business.

​Over the past few years, we’ve seen seismic shifts in the way businesses operate, largely due to the aftermath of the COVID-19 pandemic. Workplaces have transitioned to hybrid models, industries have redefined their customer engagement strategies, and organizations have had to adapt rapidly to ever-evolving client needs. One thing is clear—change is not just a buzzword; it’s a reality for every leader navigating today's business landscape. But what happens when you, as a leader, are tasked with guiding your team through significant changes, yet you don’t have all the information yourself?
The challenges of leading through uncertainty are daunting, but they’re not insurmountable. Let’s dive into how you can steer your team through such times, keeping them motivated, engaged, and focused even when clarity isn’t at the forefront.
 
1. Embrace Transparency and Acknowledge What You Don’t Know
One of the most important things you can do as a leader is to be transparent with your team. In Radical Candor, Kim Scott emphasizes the power of honest communication in building trust. It’s crucial to be upfront about the information you do have, and equally candid about what you don’t know. Pretending to have all the answers or withholding details can damage credibility. Instead, honesty shows that you respect your team’s ability to handle uncertainty.
Here’s what you can do:

• Set clear expectations: Let your team know that while you may not have all the answers immediately, you’re committed to keeping them updated as new information becomes available.
• Avoid misinformation: It's tempting to speculate or guess, but doing so can backfire. Instead, communicate that you’re working on getting clarity from leadership or other departments and will inform them as soon as you can.
• Foster two-way dialogue: Encourage your team to voice their concerns, ask questions, and share their feedback. This ensures they feel heard and that you’re aware of any emerging issues.

By embracing transparency, you reduce the stress of uncertainty and build a culture of openness and trust, which strengthens your team for the challenges ahead.
 
2. Focus on the Bigger Picture
In The Energy Bus by Jon Gordon, the author explains how keeping the team aligned with a clear, positive vision helps them stay motivated, even in times of uncertainty. It’s critical for you as a leader to constantly remind your team of the bigger picture—the "why" behind the change.
Here’s how to bring focus back to the big picture:

• Reiterate the organization's mission: Even if the path is uncertain, the overarching purpose of the company likely hasn’t changed. For example, if your company is navigating a restructuring, refocus your team on how these changes align with improving customer satisfaction or streamlining operations.
• Share wins and progress: When things feel ambiguous, small victories can boost morale. Celebrate any progress, however minor, to show your team that they’re still moving in the right direction.
• Use relatable analogies: Frame the current situation in ways your team can easily grasp. For example, if your company is navigating through a digital transformation, liken it to the evolution of a well-known product that started small but grew stronger as the kinks were worked out.

Having a clear view of the end goal helps your team focus on the destination, even if the road to get there is rocky and uncertain.
 
3. Cultivate Flexibility and Adaptability
Change without clear direction often requires a mindset shift toward adaptability. In Leaders Eat Last, Simon Sinek discusses how successful teams are those that can pivot and innovate when challenges arise. To navigate uncertainty, your team needs to develop resilience and openness to changing course as new information comes to light.
To cultivate adaptability:

• Encourage experimentation: Foster a culture where it’s okay to try new approaches. For example, if certain processes are changing or you’re operating under new client demands, invite your team to suggest innovative solutions.
• Model adaptability: As a leader, your actions speak louder than words. When you show that you’re flexible and open to adjusting strategies as needed, your team will follow suit. Show how you’re personally navigating the uncertainty and making adjustments to your own plans.
• Acknowledge the discomfort: Change is uncomfortable for most people. Acknowledge this reality with your team and emphasize that while flexibility is crucial, it’s okay to feel uneasy during the transition.

Flexibility allows your team to move forward with confidence, knowing that they have the autonomy to adapt as situations evolve.
 
4. Leverage Communication as a Tool for Motivation
When navigating change, communication becomes your greatest tool for keeping your team motivated. In Dare to Lead, Brené Brown highlights how empathetic communication builds trust, connection, and a sense of safety within teams. During uncertain times, your team needs to hear from you more, not less. Silence can breed anxiety and speculation, while consistent communication fosters stability.
Here’s how to enhance communication:

• Be consistent with updates: Even if there’s no new information, let your team know that you’re still actively seeking answers. Regular updates show that you’re engaged and working on their behalf. Weekly check-ins or daily huddles can make a big difference.
• Provide channels for feedback: Let your team voice their concerns, frustrations, and ideas. Whether it’s through open forums, surveys, or informal one-on-one meetings, create space for them to speak up. This two-way dialogue is crucial for morale.
• Use motivating language: Frame your communication with optimism. Phrases like “We’re all in this together” or “We will get through this” can remind your team that while uncertainty is challenging, it’s temporary and will lead to growth.

Regular communication keeps your team informed, engaged, and reassured that they are not navigating the change alone.
 
5. Lead with Empathy and Patience
Change can be unsettling, and as a leader, it’s important to recognize that each of your team members will process uncertainty differently. The Servant by James C. Hunter highlights the importance of leading through service and empathy. Now is the time to be patient, listen carefully, and show that you genuinely care about how your team is handling the transition.
Here’s how to lead with empathy:

• Hold space for emotions: Some team members may feel anxious or even fearful about what the change means for their roles. Create a safe environment where they can express these feelings without judgment. Simply listening can go a long way.
• Offer individualized support: Some people may need extra guidance or reassurance during times of change. Be available for one-on-one conversations, and provide tailored resources like mentoring, coaching, or stress management support if necessary.
• Recognize their efforts: Change often requires extra effort from your team as they adjust to new workflows, expectations, or uncertainty. Acknowledge their hard work and thank them for their resilience, even when results are not yet visible.

Empathy helps build a supportive environment, making your team feel valued and seen, which can help ease the anxiety of navigating through change.
 
6. Provide Stability Where You Can
While some aspects of change may be out of your control, certain elements of your leadership or business will remain constant. These constants offer a sense of security and stability for your team. In Switch: How to Change Things When Change Is Hard, Chip Heath and Dan Heath discuss how focusing on “bright spots”—things that are working well despite the chaos—can help teams remain grounded.
Here are ways to provide stability:

• Lean on your core values: Reinforce the foundational principles that guide your organization, such as integrity, customer focus, or teamwork. These values likely remain unchanged and can serve as anchors during uncertain times.
• Maintain consistent routines: Where possible, keep regular team rituals or meetings in place. Having a sense of normalcy helps team members feel grounded amidst change.
• Focus on what’s within your control: Identify areas where you can still provide clarity or structure, such as ongoing projects, deadlines, or team expectations. Even small consistencies provide reassurance.

 
By highlighting these points of stability, you offer your team a sense of continuity that will help them navigate the uncertainty with greater ease.


Conclusion
Leading a team through change without having all the information is one of the most challenging tasks a leader can face. However, by focusing on transparency, adaptability, communication, empathy, and stability, you can keep your team motivated and engaged, even when the path ahead is unclear.
Uncertainty is uncomfortable, but it can also be a powerful catalyst for growth, both for you and your team. As you navigate these changes together, you’ll build stronger bonds of trust and adaptability that will serve you well in the future business landscape.
 

Waiting in the Hallway: Leadership, Patience, and Character Development
 
Have you ever felt like you were sitting in a hallway, just waiting for the next thing to happen? Not sure when or what the next door will be, but you’re stuck between where you’ve been and where you’re going? I recently found myself discussing this very feeling with my therapist, and it hit home in a way I hadn’t expected. As a leader and an employee, that feeling of waiting in the hallway can be lonely. The uncertainty can make it feel like you're stranded, wondering when the next opportunity, project, or responsibility will arrive.
 
Leadership often requires moments of stillness, but no one talks about how uncomfortable that stillness can be. When you’re in the hallway, waiting for the next door to open, it can feel isolating. Everyone else may seem like they’re moving forward, accomplishing things, while you’re left sitting there, waiting, watching the minutes tick by.
But that waiting room, or hallway, doesn’t have to be a place of frustration or impatience. It’s an invitation to pause, reflect, and prepare for what’s next.
 
The Challenge of Waiting
In leadership, it’s easy to feel like everything needs to be happening all at once. We’re conditioned to expect constant progress, movement, and growth. However, leadership is not just about the “doing”; it’s also about the “being.” There are moments where waiting is necessary because the next step hasn’t revealed itself yet. It’s during these times that character is developed. Waiting feels uncomfortable, though, because it challenges our desire for control.
 
The hallway can also be a place of struggle when you feel that the people around you don’t understand your position. People can either drift away, leaving you feeling more isolated, or their actions can cause irritation, throwing off your focus and making you question your decisions.
 
Drifting and Irritation
When people drift or when the frustrations of waiting start to creep in, it can feel like you’re losing your footing. Have you ever had someone on your team who simply seems to check out? Their detachment makes you question your own leadership, your strategies, or even your worth. It’s easy to internalize the actions of others when you’re in that waiting place, making you feel like you’re doing something wrong.
 
On the flip side, when things aren't going the way you hoped or expected, irritation can set in. Minor inconveniences become major annoyances. You might find yourself losing patience with those around you, even if the issue has nothing to do with them. That irritation can start to affect your relationships, your work, and, eventually, your character.
 
Irritation and impatience can slowly erode the foundation of who you are as a leader. If left unchecked, they can lead to decisions or words spoken in frustration that you later regret. In those moments of tension, it’s crucial to remember the bigger picture. While the hallway feels like a place of waiting, it’s also a space for preparation.
 
Shaped in the Waiting
When you're stuck in the hallway, what you choose to do in those moments matters. Character isn’t built when everything is going well. It's forged in times of waiting, tensions, and uncomfortable spaces between where you are and where you want to be.
 
Rather than allowing frustration to guide your reactions, consider how this period of waiting can refine you. Is it teaching you patience? Is it challenging your ability to lead when things aren’t clear? Are you learning to listen more deeply to those around you or even to your own inner voice? The hallway isn't a place where nothing happens—it's where the deeper work of leadership and character formation begins.
 
In my conversation with my therapist, I realized that the waiting isn't just about enduring until the next door opens. It's about becoming the person who will be ready when the door does. How I handle the waiting directly impacts my ability to lead well when the opportunity comes.
 
Embracing the Hallway
If you’re feeling like you’re sitting in the hallway right now—whether in your career, your leadership, or even your personal life—remember that waiting is not passive. It’s active preparation for what’s to come. It’s a place where your patience is tested, your character is shaped, and your ability to lead through uncertainty is refined.
 
You may be alone at times, and you may experience frustrations, but don’t let those moments cause you to drift or lose sight of who you are. Instead, allow them to deepen your resilience, sharpen your focus, and strengthen your resolve.
 
The hallway is not the end of the journey. It’s a crucial stop along the way, and how you navigate it will determine what kind of leader you’ll be when the next door finally opens. So, if you find yourself waiting, don’t lose heart. Trust that this season is preparing you for something greater—and the waiting is part of that preparation.
 
Reflection Questions:

1. Are you in a hallway season right now? What are you learning in this space of waiting?
2. How do you typically handle frustration or irritation when things aren’t going according to plan?
3. What small steps can you take to use the waiting period to grow your leadership and character?

 

Feeling Stuck? Here’s What Leaders Can Learn About Backing Up to Move Forward
Have you ever found yourself completely stuck, unable to move forward no matter how hard you push? Recently, I had a moment at the farmhouse that got me thinking about leadership and life. I was hauling a trailer up the back hill, aiming to park it in just the right spot. The field had been soft from recent rain, and soon enough, my tires sank into the mud, grinding to a halt. I was stuck.
As I sat there, my mind started racing. "I could walk two miles back to the barn and get the tractor," I thought, but I didn’t want to make that long trek. Instead, I kept trying to power through, pushing the trailer forward, hoping somehow I’d break free of the mud. After about 20 minutes of spinning my wheels—literally—I realized something: I wasn’t getting anywhere. If anything, I was just digging deeper into the mud.
That’s when I made a crucial decision. Instead of fighting my way forward, I shifted gears and backed up. Slowly, carefully, I reversed until I found firmer ground, then adjusted my direction. Only then was I able to move forward and get the trailer to where it needed to be.
This experience made me think about leadership. As leaders, how often do we find ourselves in situations where we feel stuck? Maybe we’re pushing a project, an idea, or a team forward, but no matter how hard we try, progress stalls. Our instinct is often to keep pushing, thinking that sheer force or determination will eventually get us through. But sometimes, that’s not the answer.
The trailer situation taught me a valuable leadership lesson: there are times when moving forward means first stepping back.
Recognizing When You’re StuckThe first challenge for any leader is recognizing when you’re stuck. Just like the trailer in the mud, it’s easy to get so caught up in the momentum of pushing ahead that we don’t realize we’re no longer making progress. Whether it’s a business strategy that isn’t working, a team dynamic that’s unhealthy, or a personal goal that seems out of reach, the first step is admitting that things aren’t moving the way they should.
Leaders often resist this recognition. Why? Because acknowledging you’re stuck can feel like failure. But it’s not. In fact, it’s a critical moment of self-awareness that can lead to a breakthrough. The longer we keep spinning our wheels in the mud, the deeper we dig ourselves into the problem.
The Value of ReversingBacking up can feel counterintuitive for leaders. We’re wired to push forward, break through obstacles, and maintain momentum. The idea of reversing—even just to reassess—can feel like losing ground. But sometimes, stepping back is the only way to regain control.
When I finally stopped trying to push the trailer forward, I was able to see things from a different perspective. I realized that backing up wasn’t a sign of failure—it was part of the solution. By taking a few steps back, I gave myself room to adjust and find a new way forward.
In leadership, this often means revisiting old decisions, shifting strategies, or even re-evaluating your team’s dynamics. Sometimes, a fresh perspective can only come when you’ve backed up far enough to see the bigger picture.
Knowing When to Ask for HelpBacking up also brings us to another important question: When do you keep trying, and when do you call for help? In my case, I had the option of walking two miles to get the tractor. It would have solved the problem quickly, but I hesitated because I didn’t want to take the extra time or effort. Leaders face this dilemma all the time. Do we ask for help, or do we try to work it out ourselves?
There’s no shame in seeking help. In fact, some situations require it. But as leaders, we must also develop the ability to know when the situation calls for patience, persistence, or a strategic retreat—versus calling in reinforcements. Sometimes the challenge isn’t about finding a solution through others but about taking the time to reevaluate and adjust.
The Path You Didn’t Plan Might Be the Right OneThe biggest lesson from that day wasn’t just about getting unstuck. It was about realizing that the path I ended up taking was different from the one I had originally planned. I didn’t want to back up, shift direction, or take an alternative route. But when I did, it actually worked out better. I avoided an even muddier stretch and found firmer ground.
As leaders, we often get so focused on our original plan that we don’t allow room for adjustments. We’re determined to stick to the path we envisioned, but sometimes, life—or leadership—requires us to take a detour. And those detours can lead us to better outcomes than we originally imagined.
The Million-Dollar QuestionSo how do we know when it’s time to back up or when to ask for help? That’s the million-dollar question, and there’s no easy answer. Every situation is different, and the decision often comes down to a combination of wisdom, experience, and gut instinct.
But here’s what I’ve learned: Don’t be afraid to reverse to move forward. It may feel like a setback, but in reality, it’s often a strategic move that positions you for long-term success. Whether in life or leadership, sometimes the best way to reach your destination is by taking a step back, finding firmer ground, and shifting direction.
So next time you feel stuck, ask yourself—are you willing to step back, reassess, and find a better path? Or are you still trying to push through, looking for the easy way out? The answer could make all the difference.

Impact Over Impression
In leadership, we’re often faced with a choice—are we here to make an impact, or are we simply trying to make an impression? This question sat with me recently when I had the privilege of listening to Jon Fay, the retired Chief Executive Officer of the Blue Angels, speak to our organization. Jon spent his career surrounded by some of the most disciplined, high-performing individuals in the world, but what struck me most was not the technical mastery of the Blue Angels or their flawless performances—it was his perspective on leadership and life.
As Jon stood before us, he said something simple but profound: “We are here to make an impact, not an impression.” At first, it seemed like just another phrase, something that might be written on a motivational poster. But as he continued to speak, those words took on a deeper meaning.
In today’s corporate world, it’s easy to focus on impressions. We’re conditioned to think about how we appear to others, how our performance will be perceived, and how we can climb the ladder by looking good to the right people. I’ve been there—caught up in trying to say the right things, show off accomplishments, and make myself stand out in a sea of other professionals. But Jon’s words challenged that approach, forcing me to reflect: Are we doing things to be seen, or are we doing things that will make a lasting difference?
Jon shared a story that drove this idea home. He spoke about a young boy who was battling a severe form of cancer, one that his doctors didn’t expect him to survive. This boy had one dream: to meet the Blue Angels. With some effort, Jon and his team arranged for the boy to spend a day with the squadron. The team welcomed him, gave him a full tour, and each pilot personally handed him a Blue Angels pin—a symbol of their unity, excellence, and camaraderie.
Jon described the boy’s joy, the way his face lit up as he received the pins from each pilot. “The smile on his face was priceless,” Jon said, his voice softening as he recalled the moment. He explained that this wasn’t just a fleeting moment of happiness; it was a reminder of why they do what they do. “This is what it’s about,” Jon continued. “Making an impact, not just going through the motions or trying to impress.”
What struck me most wasn’t just that Jon and his team gave this boy a special day, but what happened next. After the event, one of the team’s flight surgeons came up to Jon with an observation that shifted his entire perspective on the situation.
The flight surgeon said, “What you did today wasn’t just for that boy. Yes, you made his dream come true, and for that, he’ll never forget it. But what you really did was make an impact on his family. That boy may not survive his battle with cancer, but every time his family looks at those pictures, or at the pins, they’ll remember his joy, not his illness. They’ll remember that for one day, their son was happy, living his dream.”
This perspective was profound. It wasn’t just about the immediate impact on the boy—it was about the lasting legacy left with the family. Jon realized that what they did wasn’t just a gesture to impress or lift the spirits of one person in the moment. It created a memory that would endure long after that boy’s time on Earth had ended. The family would have something to hold onto, something positive, something full of life to remember their son by.
That story hit me hard because it made me question how we, as leaders, approach our own roles. Are we creating moments that will last beyond the immediate? Are we thinking about the ripples we leave in the lives of others, or are we focused on winning approval in the short term?
Jon’s story challenged me to stop and think about how I lead my team. Am I focused on creating quick wins that look good on paper, or am I building something deeper—a foundation that will have a lasting impact on the people I lead? It’s easy to get caught up in the day-to-day grind, measuring success by numbers, performance metrics, and accolades. But true leadership is about more than that. It’s about making an impact that reverberates long after the meeting is over, after the project is completed, and after the role has changed hands.
The lesson from Jon’s story is this: it’s not about what people think of you in the moment. It’s about what they remember because of the way you touched their lives. Making an impact is about creating something that lasts, something that transforms others in ways they may not even realize until later.
Reflecting on this, I began thinking of ways we can shift from making impressions to making a real impact in our daily leadership. Here are five ways we can do this—things we might not always consider:
Invest in People’s Growth, Not Just Their Performance
It’s easy to get stuck focusing on how people are performing today. But what if we spent more time thinking about how we can help them grow for the future? Building others up in ways that extend beyond their current role creates long-term value. The real impact isn’t just hitting today’s targets—it’s developing people so that they’re prepared for tomorrow’s opportunities.
Create Memories, Not Just Results
It’s not just about hitting goals; it’s about creating experiences that people will remember. Whether it’s taking time to mentor someone, celebrating small wins, or doing something
unexpected to lift someone’s spirits, these moments often have a longer-lasting effect than any quarterly report ever will. People remember how you made them feel more than they remember what you accomplished.
Focus on Legacy, Not Immediate Rewards
Leadership isn’t just about getting results here and now. It’s about thinking in terms of legacy. How will your leadership be remembered? What will you leave behind? Ask yourself if the actions you’re taking today are building something that will stand the test of time, even after you’re no longer in your current role.
Empower Others to Lead
True impact comes when you help others realize their own leadership potential. It’s not about making sure you always have the answers or the spotlight. Sometimes, the greatest impact you can make is by stepping back and allowing someone else to rise to the occasion. Leadership isn’t about being the hero—it’s about creating heroes in others.
Be Present, Even When It’s Inconvenient
It’s easy to lead when everything is going smoothly and the spotlight is on you. But what about when things get tough, or when it’s inconvenient to be there for someone? Making an impact often means showing up when it’s hardest—when no one is watching, when the task seems thankless. These are the moments that matter most and leave a lasting impression.
As Jon Fay’s story reminded me, leadership is about more than being noticed or climbing the corporate ladder. It’s about making a lasting, meaningful difference in the lives of others—something that can be felt long after we’ve left the room. Whether it’s through a small gesture, a powerful conversation, or an unforgettable moment, the real question is: Are we making an impact, or are we just trying to make an impression?
In the end, people won’t remember the accolades or the titles. They’ll remember the way you made them feel, the ways you helped them grow, and the moments you made possible. That’s the legacy we should strive to build.