A Coach's Diary

This week, I learned leaders create meaningful change not by developing perfect plans, but by generating momentum through movement, learning, collaboration, transparency, and continuous action. The book, Motion Leadership: The Skinny on Becoming Change Savvy, ‘moved’ me because instead of talking about normal leadership topics like vision or strategy, author Michael Fullan focused on implementation and how to actually create change. It can be summed up by saying, “Be relentlessly consistent at doing what matters most while seeking continuous commitment." Here are some of my key takeaways: Get Skinny: You can move quickly when you identify and focus on what matters most — not a million different things. Ready-Fire-Aim: Don’t wait until you have the perfect plan — you never will. Get started. Implementation Dip: There will be a learning dip — keep going. Behaviors Before Beliefs: Everyone won’t be on board, see the vision, or believe in success at first — they will have to see it to...

  “Why didn’t you go for that ball? “What do you mean?” “You hesitated. I mean, you made it look like you were going for the ball, but you hesitated just enough to be one step behind … and it look like you did it on purpose. Why?” “I don’t know …” “How can you not know — you did it?” “I don’t know …” “Look — you have to trust yourself. You have to. If you don’t trust yourself, nobody else will. And you have to be honest with yourself, even if you won’t be honest with me. But I know you. I raised you. I know when you feel confident and when you don’t. I know when you back off and when you go all in. I’m not mad at you — I just want you to trust yourself enough to go all in, all the time.” “I just don’t like messing up.” “Why not?” “Because I feel bad. I feel like everyone is watching me and I’m not good enough.” “But you’re one of the best players on your team!” “That’s why I’m afraid to mess up.” “Huh?” “My team needs me.” “But they don’t have you if you shy away from the moment an...

In Patrick Lencioni’s work on team culture, he defines the ideal team player with three simple traits: humble, hungry, and smart . These aren’t about talent — they’re about how people show up and work together every day. Humble players put the team first. They share credit, admit mistakes, and focus on what helps the group succeed. Hungry players bring energy and effort. They don’t need to be pushed — they look for ways to improve, contribute, and go a little further than expected. Smart players understand people. They communicate well, read the room, and handle interactions in a way that builds trust instead of tension. When a team has all three, culture becomes strong and consistent. People feel valued, standards stay high, and communication improves. But when one is missing, problems show up. A talented teammate without humility can hurt chemistry. Someone without hunger can lower the team’s standard. And without people smarts, even hard-working teammates can create unnecessary conf...

In sports psychology, few voices have shaped the mental side of performance like Bob Rotella. One of his core messages is simple, but powerful: confidence isn’t something you wait for — it’s something you choose, and it shows up when you trust your game. Many athletes think confidence comes after success. “Once I start playing well, then I’ll feel confident.” Rotella flips that. Confidence comes first. It’s a decision to believe in your preparation, your ability, and your approach — especially when it’s hard. Without that belief, athletes tend to guide the ball, hesitate, or overthink. With it, they play free, aggressive, and committed. Trust is what connects confidence to performance. Trusting your game means you’re not trying to reinvent everything in the middle of competition. You’re relying on the habits, reps, and work you’ve already put in. It doesn’t mean you’ll be perfect — it means you’re committed. You live with the results, but you don’t play scared. One of the biggest chal...

What is “executive presence” and why does it matter? For years, people have talked about executive presence like it’s the secret to leadership success. Usually, it means looking confident, sounding polished, commanding attention, and performing leadership in a way that fits traditional expectations.  Ginny Clarke challenges that idea. She tells the story of watching two speakers at a conference. One fit the classic image of executive presence — energetic, charismatic, attractive, and dynamic. They immediately earned the attention of the room. The other was the complete opposite: short, average-looking, soft-spoken, and almost awkward. Yet within minutes, the second speaker also had the room completely engaged.  Why?  Because people were drawn to his expertise, comfort with himself, and authenticity. That moment taught Clarke an important lesson: real presence is not about performance — it’s about confidence, comfort, and connection. Many people spend years trying to “look...