Life is never meant to be done alone. There are moments that don’t just test us; they change our identity. Sometimes it's personal: the unexpected loss of a job, a health scare, a crisis at home. Sometimes it's professional: a board-level decision, layoffs, a major change initiative, a public failure. These moments change the air in the room with colleagues, friends, and family. They shift time. They make certain tasks feel heavier, and familiar meetings feel different. And in the middle of these times, something else can rise up; something strong enough to be felt, even amid hard seasons. People show up. Texts you didn’t expect. Phone calls that don’t need fixing words. Stories shared. A simple “I’m here if you want to talk” that feels like a firm hand on your shoulder. When pressure strips away the non-essentials, community becomes unmistakably essential. The recent passing of my father last week has been one of those moments for me. Waves of grief stripping away the noise in my calendar and leaving what’s truly important. And in the days surrounding his death, one leadership truth is undeniable: Community matters more than we notice when life is “normal.” The outpouring of support for the loss of my father has reminded me that strength isn’t only personal courage and grit. Strength is also often relational. It’s the steady presence of people who choose to show up, without needing to fix anything. A hike that made the point for me This Sunday afternoon, I took a walk on a familiar trail and snapped this photo of a tree that had stopped me in my tracks before: two trunks joined together. This time I noticed how strongly they were intertwined, growing as if they’d decided it's better connected than separate. It felt like a living metaphor for my recent experiences with friends and family. Because community at its best isn’t a crowd. It’s a shared trunk—people connected deeply enough that when one bears weight, the others lean in. Why this matters to executives In business, we often reward independence and celebrate self-sufficiency. But leadership has a shadow side: the higher you go, the easier it is to become isolated. And isolation doesn’t just affect your well-being—it affects your judgment, your energy, and your ability to lead through pressure. One of the simplest leadership lessons research keeps reinforcing is how much supportive people influence our performance and resilience—especially in chaotic, uncertain moments. In other words, isolation isn’t a badge of honor. It’s a risk factor. And community isn’t just sentimental or a nice-to-have. It produces tangible outcomes—belonging, trust, reduced anxiety, and increased self-esteem. Those are personal outcomes, yes. But they also translate into organizational outcomes: stronger relationships, healthier teams, and cultures that can withstand stress without fracturing. Rev. Dr. Ronald D. Doolittle, Sr. A few lines of legacy (without telling the whole story) When a father passes, what remains isn’t only memory—it’s influence. My dad wasn’t trying to be a “thought leader.” He simply lived certain values with consistency—the kind that shows up in small decisions and steady character. If I had to summarize his legacy without oversharing, it would be something like: Loving people well. Presence with others. Living consistently with your words and actions. Perserverance and deliberateness in doing the right thing. Nothing flashy. But deeply humble. And what struck me about the support I received is this: when people show up for you in grief, they’re not only caring for you. In a quiet way, they’re also honoring the kind of life that shaped you. The leadership habit that chaos, uncertainty, and loss demand If you lead people, hard seasons, uncertainty, and loss put an uncomfortable question on the table: Are you actively building community or merely managing relationships and resources? Building community requires being deliberate and isn't accidental. It’s a Life-Changing Leadership Habit of "living in balance." And it requires intentionality. Here are three practical steps you can take to strengthen your community (starting now): Build connections on purpose, not by convenience. Don’t wait for crisis to find out who is connected to whom—and how deeply. Reduce psychological distance. Proximity doesn't mean community, but hybrid work and high pace can create polite, efficient disconnection. Connection requires pursuit. Lead with the intent to will the good of others. People can feel when they’re loved or a means to an end. They can also feel it when they are genuinely valued. Reflection: What is your real challenge? When leaders experience uncertainty, chaos, and loss, the instinct is often to tighten up, push through, and protect everyone else from the weight. But it reveals a hard truth: carrying it alone is costly—personally and professionally. This is one of the reasons executive coaching is so transformational. Coaching creates a protected space, a creative thought partner to process what you’re carrying, regain clarity, and translate pressure into purposeful action. While not leaking stress into your relationships, your culture, or your decision-making. Remember that pressure is a privilege. Coaching won't remove the burden of leadership, but it can keep the burden from reshaping you and your organization in ways you never intended. If you’re not ready for coaching right now, start by choosing one trusted person and telling the truth about what you’re carrying. If you’re in a moment where life and leadership are colliding, you don’t have to navigate it alone. Life is not meant to be done alone. The strongest leaders build a “shared trunk” around themselves—trusted, wise, objective support that helps them lead with steadiness, humanity, and intent. Where have you normalized isolation as “part of leadership”? Who are your “shared trunk” people—the ones who steady you and tell you the truth? What’s one habit you could practice this week that increases trust and belonging on your team? References Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Godfrey, C. M., Harrison, M. B., Lysaght, R., Lamb, M., Graham, I. D., & Oakley, P. (2011). Care of self – care by other – care of other: The meaning of self-care from research, practice, policy and industry perspectives. International Journal of Evidence-Based Healthcare, 9(1), 3–24. Richards, S. (2010). The benefits of self-care. British Journal of Healthcare Assistants, 4(5), 246–247. Substance Abuse and Mental Health Services Administration. (2016). Creating a healthier life: A step-by-step guide to wellness. The Substance Abuse and Mental Health Services Administration (SAMHSA)

Language does not simply describe reality. It shapes what is elevated, what is questioned, and what the organization ultimately acts upon. Communication is one of the most central functions of life. Like air, the words leaders speak can give life to a business. But words can also constrain and limit realities. When leaders consistently talk about what is wrong, they ignore what might be and limit what's possible. Fixing what is wrong is important, but considering the best of what is and what might be is necessary to inspire a shared vision. Shared vision unlocks a growth mindset, embodies hopes, and gives an organization a sense of purpose. Leadership language is not just communication. It's part of the organization’s operating system. Often overlooked, leadership language does more than communicate priorities. Research has shown that it not only reflects thought but systematically shapes what individuals are able to perceive and act upon. What leaders communicate sets the stage for what the organization sees, discusses, and ultimately decides. Over time, language patterns influence not only how people think but also the quality of decisions an organization can make. Changing Your Mindset to Change Your Results Many current work processes are designed to identify deficits and problems rather than find strengths. A deficit-thinking approach starts with leaders identifying shortcomings and selecting solutions to address them. The goal is to see all the potential gaps so that continuous improvements can be introduced. While this approach leads to progress, it does not identify what you want beyond knowing the solution to the problem. It can also unintentionally narrow how individuals and teams define success and opportunity. Deficit thinking leadership approaches are failing business and society. This mindset has led to incremental workplace improvements, a flood of low-cost, high-quality disposable products, and a lack of innovation. While deficit thinking has been used successfully in many organizations, it is not without risks. Deficit thinking techniques can put people on the defensive, create resistance, a lack of buy-in, and in some cases develop a culture of blame rather than encourage change. How engaged will employees be if they believe leadership views them as problems needing to be fixed? Additionally, when leaders are always approaching employees about what is wrong, eventually, employees associate the leader with being the problem—even if what the leader has to share is helpful to the business. You know this link has occurred when hearing others say sarcastically, "I am from corporate, and I am here to help." They are saying this because they know they are not being viewed as helpful. Over time, this pattern can do more than affect engagement—it can influence what employees choose to share, what they withhold, and how openly they contribute to decision-making processes. Compared with strengths-based approaches, deficit-oriented thinking leads to lower employee engagement, lower levels of performance improvement, and higher employee attrition rates. In learning studies, it has been found that individuals engaged in approaches to identify deficits have lower perceptions of competence and lower intrinsic motivation than strength-based approaches. Strength-Based Thinking I define strength as the best of what is and potential for the best of what can be within a person, team, or organization. Strength-based thinking is not ignoring weaknesses; instead, it is about prioritizing and pursuing understanding, reinforcing, and leveraging the best of what can be. This shift is not simply about positivity—it influences how individuals and teams interpret challenges, identify opportunities, and contribute to outcomes. Appreciative framing and appreciative interviews are two strength-based skills that support strength-based thinking. Appreciative Framing Individuals, teams, and organizations move in the direction that is repeatedly discussed and where questions are asked. Appreciative inquiry assumes that our inquiries define outcomes, and we influence the results by discussing them. Appreciative framing is taking a given focal point for transformation and restating it as an opportunity. In doing so, leaders influence not only how challenges are viewed, but also how people engage with them and what actions are considered possible. The following are some examples: Framed as Concerns Bias in the workplace Customer complaints Missed opportunities Absence of leadership Framed as Opportunities Embracing differences at work Exceptional customer support Seeing new challenges Growing exceptional leaders Facilitating Appreciative Interviews Every employee and team has strengths. In contrast to deficit thinking, the focus is on what has worked, what is working, and the strengths. An appropriately developed appreciative interview builds on these points to guide the individual and team toward a positive future. When listening, it is essential to focus on the positive things happening in the story, how they unfold, and the attributes that make their dreams and wishes so exciting. This focus can shape how individuals understand their roles, capabilities, and contributions to the organization. Once the focal point of the discussion is framed appreciatively, a couple of my favorite appreciative questions are: What would you wish for if you had three wishes to dramatically improve your organization's health and vitality? (no, you cannot wish for more wishes) Imagine it is five years from today, and everything you had hoped for related to the appreciative focal point of the interview has come true. What would you see and hear? Describe the changes with people, processes, places, products, and services. Describe what you or others have done to make these changes possible. Embracing a strength-based habit prompts us to explore new and creative ways to approach our work, solve problems, and complete projects. Instead of our words working against us or limiting us, strengths-based thinking works in our favor. Over time, the words leaders consistently use become institutionalized realities. They shape how the organization operates, regardless of whether those realities reflect the full truth of the business. When leaders are intentional with their language, they influence not only perception but also the range of possibilities people are willing to pursue. If you are looking for executive coaching or need change consulting, we're ready to partner with you to craft a solution tailored to your organization's context and challenges. References: Brown, T. (2009). Change by design: How design thinking transforms organizations and inspires innovation. Harper Collings Publishers. Cooperrider, D. and Srivastva, S. (1987). Appreciative inquiry in organizational life. In R. Woodman and W. Pasmore (Eds.), Research in organizational change and development, Vol. 1, pp. 129–169. Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Greenaway, K. H., Wright, R. G., Willingham, J., Reynolds, K. J., & Haslam, S. A. (2015). Shared Identity Is Key to Effective Communication. Personality and Social Psychology Bulletin, 41(2), 171–182. Hodges, T. D., & Clifton, D. O. (2004). Strengths‐based development in practice. In P. A. Linley, & S. Joseph (Eds.), (pp. 256-268). John Wiley & Sons, Inc. Hiemstra, D., & Van Yperen, N. W. (2015). The effects of strength-based versus deficit-based self-regulated learning strategies on students' effort intentions. Motivation and Emotion, 39(5), 656-668. Wolff, P., & Holmes, K. J. (2011). Linguistic relativity. Wiley Interdisciplinary Reviews. Cognitive Science, 2(3), 253-265.

Most organizations don’t lack empowered people; they lack systems that support them. Many leaders achieve their goals and even increase company revenue. But in a world of fast-paced change and complexity, businesses need empowered employees who will proactively engage in problem-solving, drive change, and take initiative to innovate. To create a competitive advantage, leaders need a committed team that can take charge. But, challenging the status quo often requires working against decision systems, acceptable risk tolerance, and accountability structures that keep people from taking greater ownership. Research from McKinsey & Company suggests that ineffective decision-making can consume 20–30% of organizational time, often driven by unclear authority and excessive approval structures. The result is a quiet but persistent tension where employees are encouraged to step up, but remain uncertain about authority and consequences. Leaders promote ownership, but retain control over key decisions. In this environment, hesitation is not a failure of motivation. It is a rational response to ambiguity. If leaders don't know how to empower others effectively, and organizations aren't structured to support greater ownership, evidence suggests that team morale and the business suffer. Empowerment as an Organizational Condition The word empowerment has come in and out of favor with leadership. “As we look ahead into the next century, leaders will be those who empower others.” Bill Gates Sadly, a common, overly simplified misconception of empowerment is that leaders give away power. Empowerment in action is the promotion of the skills, knowledge, and confidence necessary to take charge. At scale, empowerment is better understood as an organizational condition. One where individuals can make decisions, act, and be held accountable without unnecessary friction. Leadership behaviors can support this condition. They do not create it on their own. When empowerment is inconsistent across the organization, it is usually a signal that something in the system is misaligned. Where Empowerment Efforts Break Down Most organizations pursue improving empowerment through leadership development: Encouraging active listening Teaching leaders to ask better questions Promoting delegation Reinforcing vision and purpose These efforts matter. But they often conflict with an operating system that has not been updated to support these new behaviors. In this case: Decision rights remain unclear Risk tolerance varies by leader Accountability is inconsistently applied. Over time, leaders and employees learn to navigate the system as it actually operates, not as trained. Your culture shapes behavior far more than leadership messaging. 3 Structural Conditions That Enable Empowerment For empowerment to translate into performance, three conditions need to be aligned. 1. Clarity of Decision Rights People are more likely to take initiative when they understand where they have authority and where they don't. This includes: Defined ownership of decisions Clear escalation paths Agreed thresholds for involvement Without this clarity, initiative becomes uneven and difficult to sustain. 2. Alignment on Risk Empowerment assumes that individuals will make decisions in the face of uncertainty. That requires alignment on: What level of risk is acceptable How failure within those boundaries is handled How consistently leaders respond If similar decisions lead to different consequences depending on the leader, employees will default to caution. Not because they lack capability or the will to take risks, but because the system lacks consistency. 3. Consistent Accountability Empowerment and accountability must move together. When individuals are given authority without clear accountability, execution fragments. When accountability exists without authority, decision-making slows. Organizations that sustain empowerment over time tend to: Tie ownership to outcomes Maintain visibility into decisions Apply accountability consistently across levels This balance is what allows autonomy to scale. The Role of Leadership Behaviors The leadership practices often associated with empowerment matter. Active listening, thoughtful questions, effective delegation, and a compelling vision all contribute to how people experience the organization. But it is important to place them in context. These behaviors tend to be reinforcing mechanisms , not primary drivers. They are most effective when: Decision rights are already clear Risk expectations are understood Accountability systems are functioning Without that foundation, even strong leadership behaviors can produce uneven results. 5 Empowering Leadership Habits Although there is limited research into the most effective means for a leader to empower others, your leadership plays a key role. Managerial practices and leadership are the primary drivers of whether followers voluntarily take charge. You can encourage others to take charge by applying good active listening skills, asking for input, and delegating authority. Leadership Habit 1: Active Listening Being truly heard is rare in the workplace. Listening leaves your team feeling valued, affirmed, and emotionally connected to you. Active listening is the ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding. When you listen, you are available to the other person. The following video from Simon Sinek is about creating an environment where the other person feels heard. Leadership Habit 2: Leading with Questions Questions grounded in curiosity create influence. Not all questions are equal. For example, if you ask followers why are they behind schedule? You will likely get a defensive response rather than a solution. If you ask, what key things need to happen for you to achieve the goal? You will encourage followers to apply critical thinking to identify a solution. Learning to ask the right question instead of always having the answer benefits you, your team, and the organization. Leaders who ask questions become better listeners and gain deeper insights into how to bring out the best in others and guide the organization. Followers asked questions develop greater self-awareness, self-confidence, and empowerment. Leadership Habit 3: Delegating Authority Caught between the pressure of urgent and important work demands, delegating is often one leadership approach that gets cut. One of the more complex and essential things for a leader is going from doing to leading. Giving up authority and responsibility can seem counterintuitive to leadership. Spending a little time and effort upfront to consider the task, situation, employee, communication, and leadership support is crucial to delegating effectively. If you want to do a few small things right, do them yourself. If you want to do great things and make an impact, learn to delegate. – John C. Maxwell Leadership Habit 4: Vision Articulating a compelling vision clarifies direction, inspires confidence and action, and coordinates efforts. Evidence suggests that a compelling vision is directly and positively related to creative performance. To be considered compelling, a vision needs to be desired, beneficial to others, challenging, and visual. Stories and metaphors are powerful ways to connect with others. Developing a vision is an exercise of both the head and the heart, it takes some time, it always involves a group of people, and it is tough to do well. Kotter, Leading Change Leadership Habit 5: A Servant Leadership Style Leading from a follower's first point of view, such as servant leadership , results in a willingness to take charge, set high standards, and a devotion to each other. Trust, love, and belonging unlock the team's ability to excel because of their differences rather than in spite of them. The following short video from leadership guru Ken Blanchard provides some thoughts on the power of servant leadership in today's workplace. Robert Greenleaf is attributed by most as the founder of servant leadership, described a servant leader as a servant first and used the following test to answer the question, are you a servant leader? The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived. ~Greenleaf & Spears To learn more about servant leadership , check out this article, which includes an assessment to help you determine whether your current leadership style aligns with servant leadership and the ten leadership characteristics. The Cost of Misalignment When organizations promote empowerment without aligning their systems, the effects are subtle but significant: Decisions are delayed or escalated unnecessarily Informal influence begins to outweigh formal authority Effort increases, but execution speed does not Confidence in leadership messaging gradually erodes None of this happens all at once. But over time, the gap between what is said and how the organization operates becomes more visible and increasingly more consequential. A New Framing of the Challenge The question is not simply whether leaders are empowering their teams. A more useful question is: Where might the organization be limiting the very behavior it is asking for? Are decision rights clear enough to support initiative? Is risk handled consistently enough to encourage action? Is accountability structured in a way that reinforces ownership? In many cases, the answers to these questions determine whether empowerment is experienced or remains aspirational. Final Thought Empowerment cannot be delegated solely to leaders. It is shaped by how the organization defines authority, distributes risk, and enforces accountability. When those elements are aligned, leadership behaviors amplify performance. When they are not, even well-intentioned efforts tend to stall. The opportunity is not simply to encourage empowerment. It is to ensure the organization is designed to support it. What is your real empowerment challenge? References: Doolittle, J. (2023). Life-changing leadership habits: 10 Proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Edelmann, C. M., Boen, F., & Fransen, K. (2020). The power of empowerment: Predictors and benefits of shared leadership in organizations. Frontiers in Psychology, 11 , 582894-582894. Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press. Leavy, B. (2020). The dynamics of empowering leader-follower relationships. Strategy & Leadership, 48 (6), 27-33. Li, S., He, W., Yam, K. C., & Long, L. (2015). When and why empowering leadership increases followers' taking charge: A multilevel examination in china. Asia Pacific Journal of Management, 32 (3), 645-670. McKinsey & Company. (2019). Untangling your organization’s decision-making .

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An executive mastermind for CEOs and senior leaders focused on clarity, accountability, and life-changing leadership habits through peer learning and reflection. Get a 10-step plan to elevate your organization and leadership through cohort webinars and coaching, enhanced self-awareness, and an exclusive community. Life-Changing Leadership Habits Mastermind APPLY NOW YOUR INVITATION Your top fear as an executive is failure, which c an have significant repercussions for your career and the organization you lead. But, without a proven plan to elevate people, profit, and purpose, that’s exactly what will happen. When you're guessing at how to lead... You feel trapped "fire fighting" the urgent and important pressing issues. You waste time and money on strategies that don't work. You feel guilty about not being able to make a bigger positive impact. And that means a lack of work-life balance, constantly worrying about success, and not feeling confident about the future. 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Life-Changing Leadership Habits ($27.00 value) Dr. Jeff Doolittle's award-winning book, Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose , offers a proven approach to achieving success and significance in life and work. It’s an everyday guide on how to lead in ways that life-changing habits emerge and bad habits disappear. How it Works Apply to join a Life-Changing Leadership Habits Mastermind cohort Begin your journey and create a personal leadership development plan using 10 proven principles and our transformational tools APPLY NOW Have questions? Schedule a call to sepak with a member of our team. Be your best, and become the leader you want to be and your organization needs you to be How is Life-Changing Leadership Habits Mastermind different from other leadership development programs? Life-Changing Leadership Habits is for executive leaders and business owners who want to accelerate their growth at a rapid pace alongside fellow leaders with the support of a highly qualified and experienced strategic leadership guide, Dr. Jeff Doolittle. The focus is on developing habits that become ingrained in your daily routine, influencing your actions, decisions, and relationships over the long term. You won't find a more practical program that leverages insights from you and the latest research to elevate your leadership and empower organizational excellence. APPLY NOW Build your Life-Changing Leadership Habits plan that will Elevate People, Profit, and Purpose By the end of this mastermind program, you'll... Have a plan to elevate your leadership and empower organizational excellence. Grow your confidence in knowing exactly what to work on to get the best leadership results for your career and your organization. Have a long-term plan to ensure your lasting success and significance. Life-Changing Leadership Habits Mastermind includes... 18 hours of leadership development in the curriculum ($3,500 value) 2 hours of one-to-one executive coaching with Dr. Jeff Doolittle ($600 value) Access to the exclusive mastermind community ($500 value) An executive 360 leadership survey and debrief ($750 value) 1% better act fast resources for the 10 proven principles ($250 value) Autographed copy of Life-Changing Leadership Habits ($27 value ) TOTAL VALUE: $5,627 Two Ways to Get Life-Changing Leadership Habits Mastermind 6 MONTHLY PAYMENTS OF $699 Va lue: $5 ,627 Save $1,433 (25 .5%) APPLY NOW *Interested in training your team of 10 or more? Let's talk ONE-TIME PAYMENT OF $2,795 Va lue: $5 ,627 Save $2,832 (50 .3%) APPLY NOW *Interested in training your team of 10 or more? Let's talk Love it or Leave it The Life-Changing Leadership Habits Mastermind is a community. It's not a hostage situation. You can leave anytime at no additional cost. If you leave and you are unable to rejoin for 12 months, you are eligible for a pro-rated refund. Let us walk you through the mastermind program. If you're wondering if Life-Changing Leadership Habits Mastermind is... Relevant to your business and situation Easy to access and apply? Full of new and valuable content to help you elevate your leadership and empower organizational excellence? The answer is YES, but don't just guess. Schedule a call to walk through the program so you can see exactly what you'll get when you join. SCHEDULE AN INQUIRY CALL FAQs There was a technical issue on our end. Try again or refresh.

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