Your job hunt has narrowed to two finalists. What kind of boss will bring out the best in you? You are ascending the ranks in your organization and are defining your leadership style. What is the best way to exude strength? Growing up, many of your role models achieved success by exerting control. However, you’ve noticed that they’ve paid a price in their interpersonal relationships. Are you willing to sacrifice friends, family, or professional connections to win whatever race you are running?

Midnight and noon both occur at 12:00. One is dark and the other is light. The Team Clock model sees the 12:00 moment as a liminal transition. When a relationship, team, or organization successfully navigates a period of change, they get to move from a state of depletion to a burst of energy. So, why is it so hard to break through? Why are so many teams willing to endure the pain of feeling stuck when the freedom of new circumstances offers relief? Often, the answer is fear.

Everything cycles. Depending on where your team is in the cycle, you might be reestablishing your foundation, building trust, preparing to innovate, or navigating change. What matters is where you are in the cycle. Reestablishing foundation requires clarity of goals. Building trust requires psychological safety. Innovation requires risk taking. Navigating change requires resilience. Wherever you are in the cycle, you’re always in the process of renewal.

It turns out that ‘retirement’ is not a moment for some of us. My 47-year career will enter its 48th year as I anticipate my 70th birthday and my first Social Security check. As these milestones occur, I’m nowhere near finishing anything professionally. In fact, I’m just getting started on a few new creative projects.

As a guiding light, most organizations name their core values and weave them into new employee orientation and professional development training sessions. Many workplaces even make them criteria for performance evaluation to ensure that everyone stays true to workplace culture. Usually, they find their way onto a poster or get painted on a wall for all to see. The real question is whether they exist as nouns or verbs.

My teammates are unaware of, and probably unconcerned with, the amount of time I’ve devoted to preparation. They simply expect me to show up and make my contribution. We have a four-hour event and my section is three minutes and twenty-four seconds in duration – less than 2% of the product. Because it’s a concert showcasing student and faculty performances, each of us shares accountability for being at the top of our game in the moments on stage. Rehearsing and cleaning up mistakes is largely done alone, so the interdependence is invisible – yet very much real.

Harvard University research (The Mindful Body, Langer 2023) teaches us that there are three levels of thinking. Level 1 is characterized by ignorance. Viewpoints and decisions sit upon a platform of nothing. Level 2 is characterized by judgement. We rush to conclusions that best corroborate our bias. These folks are frequently wrong and rarely in doubt. Level 3 is characterized by curiosity. This requires the ability to consider other perspectives. It comes with the question, “What would need to be true to make this make sense?”

When leaders struggle with leadership, it’s often due to a breakdown of the basic coping skills most of us learned when we were kids. Children and adolescents are typically forgiven for temper tantrums and not handling pressure effectively. When you are a grownup, it looks more like a defect in basic executive functioning ability. Let’s consider how this might play out in the workplace.

Teams shouldn’t be caught off guard when it comes time to innovate, yet many find themselves unprepared. At the moment in the team’s lifespan when creativity, exploration, and discovery are most valued, the foundation of mission and trust needs to be strongest. Mission, values, and vision for the future get defined much earlier on the clock. Psychological safety builds on top of that platform, also at an earlier hour. Good luck with your growth stage if those anchors aren’t in place.

More and more, I see my friends and colleagues managing multiple priorities simultaneously. I have a coworker with one conference call on an earbud while participating on another meeting on a Zoom screen. She toggles back and forth, depending on which conversation becomes the most urgent or requires her most focused engagement. The science suggests that at no time is she actually giving full attention to either meeting.

“Well, that’s not going to fix itself.” This was the mason’s reply when he saw the plaster damage to the interior ceiling from the tuckpointing problem on the exterior of our building. You can treat the symptom or the source. A little spackle would fix the cosmetics, but the problem was sure to return if we didn’t address its cause. A little fix now or a big fix later. Your choice.

It’s graduation season. Families and friends are celebrating preschoolers, grade schoolers, middle schoolers, high schoolers, and higher-ed schoolers as they cross the threshold of transition. Growth is measured and change is anticipated. Snapshots get taken and savored.