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Fast Company
15 hours ago
- General
- Fast Company
Why sparing someone's feelings can undermine trust
07-30-2025 WORK LIFE The surprising power of being direct BY Jessica Wilen, Ph.D is an executive coach and the founder of A Cup of Ambition, a popular newsletter about working parenthood, the psychology of work, and women in leadership. Leaders known for their emotional intelligence often pride themselves on cultivating trust, psychological safety, and genuine connection with their teams. These are essential assets in any leadership toolkit, particularly in environments that rely on collaboration, creativity, or mission alignment. But inevitably, there are moments when these strengths—empathy, warmth, patience—need to be supplemented with something sharper: clarity, candor, and the ability to speak directly when the situation calls for it. If you lead with empathy, you may already be adept at sensing how people are feeling and anticipating the downstream consequences of your words. But in certain moments, the harder leadership move isn't to hold space. It's to draw a line and provide someone a necessary reality check. Conversations like these often feel uncomfortable, but they ultimately serve the integrity of your team, your organization, or the individual themselves. Confusing directness with harm Many conscientious leaders hesitate to be fully direct because they conflate honesty with harshness. The fear is understandable: no one wants to be perceived as punitive, cold, or unfeeling. So we delay giving feedback—hedging our language and prioritizing emotional comfort over organizational clarity. But avoiding the truth rarely protects people—it usually disorients them. What erodes trust over time isn't directness; it's the absence of it. It's the vague feedback that leaves a team member guessing. The unspoken performance concern that festers behind the scenes. The dissonance between what's said in public and what's whispered in private. Said differently: kindness without clarity is often just misplaced anxiety. Directness as a form of respect When a performance issue arises or a behavioral pattern needs to shift, it's worth asking: What does this person deserve to know? Assuming your intent is constructive—not punitive—being direct is a sign of respect. It assumes the person is capable of hearing hard truths and of responding thoughtfully. It also models the type of culture most high-performing teams want: one where feedback is not weaponized, but neither is it avoided. A few ways to ground a direct conversation in professionalism and respect: 'I want to have a conversation that's candid, because I take your role and your contribution seriously.' 'This might be hard to hear, but I trust your ability to receive it—and respond in a way that reflects your strengths.' 'I'm raising this because I value your place on the team and I want to make sure we're aligned moving forward.' This kind of framing can't mask a poorly handled message—but it can open the door to a conversation grounded in mutual respect, rather than defensiveness. Delivering clarity without cruelty A direct conversation should be just that—direct. That means no extended preamble, no hedging language, no passive-aggressive tone. Say what you need to say plainly, and without dramatizing or editorializing. Consider this structure: Signal the conversation's purpose: 'I want to give you some candid feedback about how you're showing up on the team.' Name the issue specifically: 'You've missed several key deadlines this quarter, and it's created ripple effects for others.' Explain the impact: 'People are waiting on your contributions, and timelines are slipping. It's affecting morale.' Invite dialogue: 'I'm curious how you're seeing this—do you agree with that assessment?' Identify a clear next step or standard: 'We need to see improvement over the next month, and I'm happy to support you—but the expectations are non-negotiable.' This approach allows you to balance accountability with collaboration. It removes ambiguity while still inviting the other person into the solution. Anticipate discomfort—but don't personalize it Even a well-structured conversation may evoke a strong emotional response: frustration, embarrassment, disappointment, defensiveness. This is part of the process—not an indication you've mishandled the exchange. Resist the urge to over-explain, soften your message mid-stream, or rush in to repair the other person's reaction. If the message is true and necessary, the short-term discomfort is a feature of the process, not a bug. One helpful internal reframe: This may feel hard, but that doesn't mean it's harmful. It means it matters. Of course, how you follow up also matters. If the person is emotionally reactive or distressed, you can acknowledge the emotion without retreating from the content. A simple 'I know that was a lot to take in—let's revisit this in a few days after you've had a chance to reflect' can provide space for integration while still maintaining accountability. Clarity shapes culture Handled well, these conversations aren't just about individual performance—they shape your organizational culture. When feedback is delayed, filtered, or inconsistently delivered, teams become unclear about what's expected, what's tolerated, and what success actually looks like. Conversely, when leaders are willing to say the hard thing—with steadiness and respect—it signals that performance standards matter, and that team dynamics are worth protecting. Direct communication becomes an act of stewardship: protecting the integrity of the organization, safeguarding the cohesion of the team, and supporting the growth of the individuals within it. Final thought Some people are naturally more direct; others more sensitive to tone and relationship dynamics. But having hard conversations isn't about personality—it's about discipline. It's a practice. And like any other leadership muscle, it gets stronger with use. For the empathic leader, the goal isn't to stop caring or to suppress emotional intelligence. It's to channel those qualities into a leadership style that's both principled and effective. The best leaders don't choose between empathy and clarity. They hold both. And they have the courage to speak candidly—even when it's uncomfortable—because they understand that clarity is what allows empathy to be sustainable over time. ABOUT THE AUTHOR Jessica Wilen, Ph.D., is a trusted partner to top-tier leaders and organizations looking to elevate their leadership, strengthen teams and cultivate sustainable, high-performing cultures. As a member of the Fast Company Creator Network and author of the popular newsletter, A Cup of Ambition, Jessica writes about working parenthood, the psychology of work, and women in leadership. More
Forbes
15 hours ago
- Business
- Forbes
How Leaders Can Improve Their Emotional Intelligence
Emotional intelligence has grown as a desirable trait in leaders in recent years. With companies navigating an unstable business environment and constant changes, knowing how to effectively connect with employees and customers, regulate emotions and manage the stress of change can quickly turn difficult situations into empowering ones. As experts, the members of Forbes Business Council have experience seeking out personal development opportunities and strengthening their own emotional intelligence. Below, 20 of them offer advice on specific actions leaders can take to improve their emotional intelligence. Read on to learn more about the impact emotional intelligence can have in the workplace. 1. Create Structure Around Emotional Intelligence Emotional intelligence isn't just personal—it's structural. Audit your leadership rituals, including one-on-one meetings, team meetings and reviews. Do they build trust, add clarity and explain ownership? Then, tie everything back to performance. In addition to connecting, leaders with high emotional intelligence also design systems that make people feel seen, valued and empowered to deliver. Rather than being soft, emotional intelligence is a strategic lever for better business outcomes. - Kamanasish (KK) Kundu, Kendra Scott 2. Hire An Executive Coach There are so many resources available to help someone improve their emotional intelligence. I highly recommend hiring an executive coach who can be a trusted advisor. They can provide feedback on everything from helping to calm emotions and bettering listening skills to building proper rapport with team members. By understanding how you come across to others, you can improve your emotional strength. - Mary Kier, ZRG Partners, LLC Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify? 3. Actively Reflect Leaders often have tough conversations, which is just a natural part of their role. Practice active reflection after tough conversations. Ask yourself what triggered emotions, how you responded and what you could improve on. This builds self-awareness, which is the foundation of emotional intelligence. - Sam Nelson, Downstreet Digital 4. Communicate With Others Talk to people and be curious. Don't assume you have all of the answers because you don't. Interact, listen and learn. All of this openness leads to growth, wisdom and maturity. It will also make you a better manager, a more effective leader and a higher quality individual, both at work and in your home life. - Dr. David Lenihan, Tiber Health 5. Solicit 360-Degree Feedback Leaders can boost emotional intelligence by soliciting regular 360-degree feedback and reflecting through structured journaling to build self-awareness. This practice uncovers blind spots, enhances empathy and improves communication, which is vital for building trust, fostering collaboration and making more informed, people-centered decisions. - Casey Halbach, Intentional Talent Solutions 6. Do The Emotional Work Emotional Intelligence is a reflection of one's relationship with oneself. Those who do their own personal emotional work have a distinction that can only be understood when one has undergone personal healing. You won't have the ability to understand others' emotional needs if you don't understand your own needs. If leaders want to improve their emotional intelligence, they must do their own emotional work. - Ariya Malek, Educational Awakening Center 7. Compare Logical And Emotional Decision Making Take note of decisions made based on logic vs. emotion. Ask if your emotions impacted your decision making today? If so, how? What could you have done differently? Creating awareness of where we lack is the first step to self-improvement. Improving emotional intelligence allows leaders to connect with their employees better, ultimately creating a better work environment for them and their employees. - Sharmylla Siew, Cobalt Funding Solutions 8. Practice Self-Awareness It sounds cliché, but practice self-awareness. Regularly reflect on your reactions and their impact. Understanding your own emotions will help you better understand and lead others. Self-awareness also helps build stronger relationships, foster trust, and drive more effective communication and overall team performance. - Adam Povlitz, Anago Cleaning Systems 9. Focus On Identifying Your Feelings Learn to comprehend your feelings in the moment. Did you flinch when your colleague said something in a meeting? What was the feeling you had? Do you know why? Your feelings are pregnant with meaning. When you become aware of them in real time, you can powerfully calibrate your responses to the people around you without getting carried away by your emotions. - Arar Han, Sabot Family Companies 10. Develop Your Empathy Skills Leaders can improve their emotional intelligence by actively practicing empathy. Take time to genuinely understand the perspectives and emotions of others. This not only builds stronger relationships and trust but also enhances decision making and team morale, which are both critical for long-term success. - Pranav Dalal, Office Beacon 11. Implement An Open-Door Policy While self-awareness is key, emotional intelligence is built upon our relationships with others. I have an open-door policy for any and all teammates, which requires me to be approachable, an active listener and an empathetic leader. By enhancing our emotional intelligence through those practices, we improve employee well-being and ultimately drive success for the organization at large. - Maria Tedesco, Atlantic Union Bank 12. Create A Feedback Framework One powerful way to improve emotional intelligence is by creating a feedback framework. Start by listening fully, not reacting immediately, reflecting and turning later insights into action. Following up on results, both positive and negative, builds trust, strengthens self-awareness and reinforces a culture of open, emotionally smart leadership. - Nicole Meloni, Azzurro Advisory LLC 13. Leverage TRACOM's Social Styles Model Use TRACOM's driver, expressive, amiable or analytical lens to learn how others experience you. Then, train yourself to read their style cues like pace, detail, tone, approach or areas of focus and flex your approach. That daily 'style scan' builds self-awareness and adaptability, which are two core muscles of emotional intelligence that boost trust and influence. - Marie Holive, Proteus International 14. Adapt Your Communication Styles Leaders must realize that they need to speak to colleagues how those team members want to be spoken to. By practicing adaptive communication styles, you're not only delivering information but also ensuring that the message resonates. This is an important skill in order to build trust and create a culture of collaboration and engagement. - Jackie (Ott) Jaakola, EveryCat Health Foundation 15. Be Curious About Other Team Members Embrace curiosity to learn about others on your team. This leads to inquiry and different perspectives. When you communicate changes, try to imagine how these changes might be perceived and impact various people and roles in your organization. - Nora Herting, ImageThink 16. Practice Active Listening Leaders with high emotional intelligence build stronger relationships, resolve conflicts more effectively, and create a positive environment. This, in turn, leads to increased trust, improved collaboration, and overall better team performance. Leaders can boost their emotional intelligence by practicing active listening, which helps them better understand and connect with their teams. - Roseanne Spagnuolo, Vixio Regulatory Intelligence 17. Seek Context Context changes everything. We've all been in situations where we reach conclusions based on a limited number of visible behaviors that we witness. It's only after learning the context do we discover incorrect assumptions and blind spots. Having emotional intelligence means we challenge assumptions, analyze blind spots, and use empathy to reach the appropriate conclusions. That means asking questions and not jumping to conclusions! - Jerry Cahn, Age Brilliantly 18. Pause Before Responding In my experience, one of the most effective ways to build emotional intelligence is learning to pause before responding. I've found that a short pause gives you space to recognize what you're feeling and choose how you'll respond, not just react. It's a small habit, but it's made a big difference in how I lead and connect with others. - Daniel Levy, 19. Practice 'Emotional Mirroring' During Interactions Practice "emotional mirroring" in every interaction. Before responding to anyone, my top tip is to first pause and reflect back to them their emotional state. For example, you can say, "I can see you're frustrated about this deadline." This simple practice trains your emotional radar. After 14 years leading teams, I've learned that emotional capital drives every business outcome more than logic ever will. - Archer Chiang, Giftpack 20. Journal Your Emotional Responses Set aside five minutes after each major interaction to journal your emotional responses. Identify triggers, note what you felt and why, then plan how you'll respond differently. This builds self-awareness and empathy, helping leaders connect authentically, defuse conflicts early, and foster a more engaged, resilient team. - Haokun Qin, Gale
Forbes
23-07-2025
- Business
- Forbes
What To Do After Your Promotion, According To Sabina Nawaz
Close up legs of businesswoman hurry up walking she is late time Female business people holding ... More laptop go to office in the modern city foot step on staircase I recently spoke with Sabina Nawaz about her book You're The Boss: Become the Manager You Want To Be. Nawaz is an executive coach and former Forbes contributor who focuses on senior leaders and high-potential employees within organizations. She spent fifteen years at Microsoft, first in software development and then in human resources. As Senior Director of Leadership, Management, Employee Development, and then Succession Planning, Nawaz launched several worldwide programs to help identify and cultivate Microsoft's current and future leaders. Nawaz discussed how leaders can avoid pitfalls and keep moving forward. Being a Boss Comes with New Rules Nawaz said leaders aren't always aware of the new rules that come with their promotion. For example, the leader may share concerns about their team to someone, and then that person shares with someone else. The whispers echo back; the new leader wonders whom they can trust. Another issue that new leaders can struggle with is increased visibility. You as a leader have an increased chance of messing up or making a decision that not everyone likes. Whereas before you operated in the wings, now you're on the stage, in the spotlight. The Cost of Taking on too Much. If you've achieved success, you may want to take on more. You're driven by your enthusiasm to make a meaningful impact, and often expected to deliver immediately. You have a vision; you take on a lot; therefore, your teams take on a lot. This is where things can go awry; take on too much, and you may burn out your teams. Nawaz shares advice to help you navigate the tough times and missteps of leadership; you don't need to do everything at once or take on every opportunity that shows comes across your desk. Be careful and selective as to what you want you and your team to tackle. Taking on too much will overload your team and create churn. Nawaz said it's hard for many leaders, including herself, to reckon with failure. Until they receive a big promotion, many leaders haven't had to grapple with failure. Then, the leader is playing on a bigger stage with higher stakes—some failure is inevitable, because everyone fails. Leaders who experience stress after a failure may grapple with burnout, anger, or even panic attacks. However, you can manage your burnout, relieve pressure on yourself and your teams, and set a smooth course for your leadership. Nawaz shares five actions you can take to find your footing after a big promotion. Five Actions to Become a Calm, Centered Leader 1. First, slow down. As a leader you have to make fast decisions; it can be easy to keep playing out old scripts in your mind without taking the time to think creatively. By slowing down and resisting the urge to take on too much, you can think more creatively and find new, elegant solutions to pressing problems. You also become more attuned to nuances in conversations; you're better equipped to see the whole picture, and therefore make better decisions. 2. Second, ask more questions. The more success you have, the fewer people who are willing to tell you the truth. Pretend you're a journalist. Get used to asking these questions: 'What do you think? Or 'What is one way we can fix this situation?' 3. Third, delegate. Promotions can be tricky; you may still want to micromanage and stay in the details of your teams' operation because that role feels comfortable; yet if you do, you're living in the past. Now is the time to lean into delegation. However, don't bypass all the details and abdicate your leadership. 4. Fourth, be methodical. After a promotion, you probably want to deliver immediately so your managers see your value. However, it's okay to be methodical and keep learning. Consider carefully your next big move; think strategically about how you want to move the company or department. 5. Fifth, always be learning. Successful people are always learning—not always managing. Read and learn every day. Set aside time each week to work on your development, no matter your current leadership level. Getting promoted and leading larger teams can have many hidden traps. You've been successful in the past--but now you're more visible. Delivering the work can be harder, and the stakes are much higher as well. However, your new role needn't leave you floundering. Nawaz shows leaders how to take a grounded approach to playing on a bigger stage by slowing down, asking questions, and methodically planning for success.
Fast Company
05-07-2025
- Business
- Fast Company
5 things every startup founder needs to know after the idea
Julia Austin has spent her career as a startup operator, executive coach, educator, investor, and board member. She is on the faculty at Harvard Business School and is faculty cochair of the Arthur Rock Center for Entrepreneurship. What's the big idea? After the Idea is a field manual to help you see around corners when founding or joining a startup: to understand what's coming up next and not feel alone when things get hard. Startup life is messy, beautiful, overwhelming, and oftentimes rewarding. This guide provides a tool kit for navigating the complex reality of moving from a great idea to a functioning business with clarity and confidence. Below, Julia shares five key insights from her new book, After the Idea: What It Really Takes to Create and Scale a Startup. Listen to the audio version—read by Julia herself—below, or in the Next Big Idea App. 1. The real work starts after the idea. The journey from idea to company is rarely linear—and almost never glamorous. Most founders have an OMG moment early on in which they realize that they are not just building a product, fundraising, and selling: they are building a company. In the early stages of a startup, focus tends to be on the immediate needs around creating a product rather than on a more holistic view of what the business may look like months or years from now. It can be easier to focus on what's right in front of you when the big picture can be a daunting, or even paralyzing, concept. Founders are often portrayed to the outside world as 'crushing it,' but internally, they may be filled with doubt, imposter syndrome, and fear. They can be plagued by thoughts like, Does my idea suck and no one is telling me? Do I know anything about running a business or leading a team? If every company founder could go back in time and rethink their startup plan, most would say they wished they had been more intentional about the operations of their business. It is never too early to be thoughtful about team culture and hiring, brand image, finances, legal considerations, and everything else beyond the product or service on offer. Most teams fail to get these tactics right at the start of a new venture, and not everyone has a coach or professor to show them the way. After the Idea is about the nuts and bolts of startups beyond just the product. It's about building something that works after the excitement fades and the real challenges kick in. 2. Move slow to go fast. Everyone loves the myth of overnight success. In startup culture, we're told to move fast, break things, and launch quickly. But moving too fast before you understand the problems can waste months (potentially years) and a lot of money. I teach my students and clients to move slow to go fast. That means taking time early on to understand the customer—who they are, what they need, what they struggle with, and how they make decisions—through proper discovery work. Discovery goes beyond customer interviews. Thorough discovery involves observing your target audience in their natural environments and conducting experiments to better understand the problem you are solving. These techniques allow you to validate and invalidate assumptions to become more confident about what to build—and what to ignore. 'Discovery goes beyond customer interviews.' In 2018, the founding team of Brij began with an idea to help consumers track valuable items—like laptops or jackets—using QR codes. The concept was a kind of digital insurance, helping lost items find their way back to their owners. Before building anything, they conducted real-world experiments by leaving tagged items in public places to observe how passersby responded. Through this, they learned what people valued and how likely others were to return certain items—a water bottle, not so much; a laptop, yes. More importantly, they realized the real opportunity wasn't in lost-and-found services, but in using QR codes as a marketing tool for consumer brands. That insight led them to pivot before hiring a team or building infrastructure for a business they didn't want to run. Their discovery work clarified the business they truly wanted to build. Just like checking the weather before a hike, discovery work doesn't give you every detail, but it helps you get oriented before heading into the unknown. What you learn won't just shape your product, it will influence the business you build, the roles you hire for, how you sell, and how you operate. Discovery is the foundation. It's one of the smartest investments to make at the start of a startup journey. 3. The universal challenges founders face. There are many types of founder stories. Founders come from all walks of life—women and men, people of color, from around the globe—building everything from enterprise software to food products to mission-driven consumer brands. No matter how different their businesses were, their challenges were strikingly similar. Every founder must wrestle with hiring the right people—often while competing with better-funded companies or trying to convince others to join something that barely exists. Building a team isn't just about finding talent; it's about aligning on values, communicating clearly, and building trust under pressure. Then, there's managing cash—something that can make or break a startup. Founders have to make tough trade-offs: Do we invest in growth or extend runway? Can we afford this hire now, or do we wait? Raising capital, budgeting, forecasting, and understanding burn rate become daily concerns. 'Building a team isn't just about finding talent; it's about aligning on values, communicating clearly, and building trust under pressure.' Legal complexity is another constant. Early decisions—like how to incorporate, how to split equity, or whether your IP should be protected—can have ripple effects years down the line. Many founders don't realize they're setting the foundation for future funding rounds, partnerships, or even exit scenarios. Through it all, there are difficult conversations. With cofounders when visions diverge. With investors when goals aren't being met. With customers when promises fall short. Add to that the emotional rollercoaster of building something from nothing and it's no surprise founders often feel isolated or overwhelmed. For anyone trying to turn an idea into a real, functioning business, while the industries may differ, the patterns—the messy, high-stakes, emotional work of building something from scratch—are surprisingly universal. 4. The emotional side of startups. Founders are constantly managing pressure—from investors, from customers, from themselves. If you have cofounders, the interpersonal dynamics can get intense fast. I've seen many startups unravel, not because of product issues, but because the human side wasn't managed well, resulting in burnout, resentment, misalignment, or a lack of trust. The number one statement my coaching clients say when we start a session is, 'I am so overwhelmed.' Starting or joining a new venture can be an exhilarating experience, but it can also be incredibly demanding and stressful. When jumping onto this rollercoaster, it's crucial to be aware of the potential impact on your mental health and take proactive steps to safeguard your well-being. The first step is to be honest with yourself and acknowledge the stress. Admitting to yourself and your cofounder, partner, or coach that you are stressed is a step in the right direction. Once you acknowledge the stress, take steps to manage it. Whether you're a founder, early team member, or investor, it's essential to accept imperfection and embrace uncertainty because both are constants in startup life. Prioritize self-care, set clear boundaries, and protect your personal time (because a startup will take all of it if you let it). Find a supportive community of objective, empathetic ears that you can turn to in times of stress. And consider working with a coach who understands the realities of startup life and can help you navigate and normalize the inevitable challenges. Building a company isn't just about strategy; it's about resilience, relationships, and emotional endurance. The average founder journey for a business that gets off the ground is 7–10 years. The more intentional you are about managing all the feels, the stronger your company will be. 5. Defining success. Alignment around a shared vision for success and desired outcomes is tantamount to the long-term success of any startup. While everyone wants to jump into product discovery and solution building, alignment on where your startup is heading and what success looks like is pretty darn important. Early in his startup journey, my student Sam and his cofounder aligned on what they each wanted in terms of financial achievements of the business within a certain time frame, but they didn't get into their personal outcome scenarios. This is common for many founders. It's easier to center the success conversation on product growth, types of customers, and revenue. It can be daunting to have vulnerable conversations and tie the success of the business to your personal goals and aspirations. It wasn't until an acquisition opportunity came up that Sam and his cofounder were faced with the reality that they were not, in fact, aligned. Sam was excited about the financial upside and the opportunity to start working on a new idea; his cofounder, on the other hand, was perfectly happy maintaining a modest business that he had full control over, rather than becoming an employee at someone else's company. 'Whether you are a founder or a joiner, I encourage you to consider why you are entering Startup Land.' Getting clarity on why you want to start a new venture is important. Every aspiring entrepreneur or startup joiner I chat with has a different reason for why they want to get on this crazy ride. Some want the autonomy and control that comes from being their own boss (a myth if you take outside capital) or the ability to innovate quickly. Some want to prove themselves to their family and friends, or want to make an impact on the world. However, it's hard to imagine what that path will look or feel like once a business is off and running or when it's time to pursue an exit or, for some, throw in the towel because they just can't get there for any number of reasons. Whether you are a founder or a joiner, I encourage you to consider why you are entering Startup Land and what success means to you beyond the potential for a big financial outcome. Record your thoughts in some way so you can reflect on this over time, because what success might look like today can change as you mature throughout the journey.
Fast Company
01-07-2025
- Business
- Fast Company
The most undervalued asset for a leader? It's these 2 hours
By the time most leaders sit down at their desks, they've already spent a chunk of their best energy. They've triaged emails, squeezed in early meetings, and handled 'just one quick thing' that ballooned into an hour. It's barely 10 a.m. and their attention is already diluted, their decision-making fatigued. In my work as an executive leadership coach, I see every day what the studies have been showing us for years. Our brain's capacity to make good decisions depletes as the day sheer volume of decisions we have to make each day is leaving us diminished. And our days get hijacked by email—with us losing almost a full day's worth every week. The compounding effect of this is that leaders are less sharp, more reactive, and prone to default decisions rather than breakthroughs. So what if, instead of reacting, we reserved that early window for something more valuable? The first two hours of your workday aren't just another block on the calendar. They're your cognitive prime. The time when your brain is sharpest and your energy most aligned with creative, focused work. They're also the time most leaders give away too easily. Reclaiming it is about making a deliberate leadership move that pays off in clarity, influence, and impact. The cost of default mornings Most of us don't design our mornings: we inherit them. Calendars fill with recurring meetings, habitual inbox checks, and requests from others. We hit the ground running, but often in the wrong direction. This default mode comes at a price. While research shows we have peak cognitive capacity in the morning, that prime time is too often squandered on low-impact tasks. It's like hiring a Michelin-star chef to butter toast. In the end, leaders end up firefighting all day, making decisions from a place of fatigue, and pushing their most strategic thinking to a time when their brain is already checked out. The first two hours as a leadership lever Reclaiming your first two hours isn't about working harder or even smarter, it's about working sharper. Working smarter is about efficiency. It's finding faster ways to do familiar things, streamlining systems, and ticking more off your list in less time. That's helpful, but it still treats all hours of the day as equal. Working sharper is different. It respects the natural rhythm of your body and brain. It's not just about what you're doing, but when you're doing it. Your cognitive capacity peaks in the first few hours after waking. This is when your brain is most alert, creative, and capable of solving complex problems. Sharper work means aligning your most important thinking with your highest mental performance. Leaders who intentionally front-load their day with deep, high-impact work don't just get more done; they make better decisions, model smarter working habits, and lead with more clarity. They create time to think, not just to respond—and that's the game changer. When your first hours are spent solving complex problems, crafting strategy, or preparing for high-stakes conversations, you're not just ticking off tasks, but setting the tone for how your team operates and how your business grows. Small changes, outsized impact When leaders begin to guard their early hours, the ripple effect is striking. Teams notice, the culture shifts, and people get braver about protecting their own energy. I've worked with senior leaders who transformed their team's operating rhythm just by removing early meetings and declaring the first two hours as thinking time. It signalled a new standard: that considered work matters more than constant busyness. That energy is a finite resource worth protecting. And yes, it requires a shift. You may need to renegotiate habits with your team, push back on automatic scheduling tools, or educate others about your new working rhythm. But leadership is, in part, about setting boundaries that enable your best work and empower others to do the same. Rethinking what belongs in the morning To make the most of your best energy, you need to protect it. Here's how: Block, don't hope. Set a recurring two-hour block in the morning for proactive work. Don't leave it to chance. Start with friction. Tackle the task you're most likely to procrastinate; your brain is most equipped to handle it now. Email can wait. Unless you're in customer service, few emails need a response at 8 a.m. Turn off notifications and don't open your inbox until after your deep work is done. Delay the meetings. Push back recurring stand-ups or updates to later in the day where possible. Mornings should be reserved for creation, not coordination. Even reclaiming just one morning a week can create meaningful shifts in how you lead and perform. What your calendar says about your leadership There's a simple way to tell what you value most as a leader. Look at your calendar. If the first two hours of each day are filled with admin and reactivity, it's worth asking: what are you giving away? And what would change if you claimed that space instead? Reclaiming this time is a move toward leading with more foresight and less fatigue. It's a signal to your team that thoughtfulness trumps frenzy. And it starts tomorrow morning. Just two hours for your clearest thinking, and the work that truly matters.
