Stress is an inevitable part of life, but how we respond to it defines who we are as leaders and individuals.

When stress hits, many of us fall into automatic patterns—reactions so ingrained they feel instinctual.

• When I’m in stress, I tend to withdraw.

• When I’m in stress, I tend to go on the attack.

• When I’m in stress, I tend to go into pleasing mode.

Sound familiar?

Courage isn’t the absence of fear. It’s the choice to act in the face of fear, uncertainty, and doubt.

It’s what separates those who step into the arena from those who stand on the sidelines. And here’s the best part: courage is contagious.

When you choose to stay steady in tough moments—to focus, lead, and drive growth forward—that strength spreads. It inspires. It ignites.

Courage isn’t about perfection. It’s about showing up, taking risks, and leading with heart, no matter the obstacles. It’s about embracing imperfect courage and moving forward anyway.

At 24, I bought my first car—a beat-up junker.

Objectively, it was a hot mess. But to me, it was so much more than that.

It was freedom on wheels, my first taste of independence, and a step toward adulthood.

Fast forward almost two decades, and my car-buying journey brought me back to the same dealership and the same salesman time and time again. He wasn’t just the guy who sold me cars; he became someone I trusted.

Some leaders dismiss psychological safety as coddling. They picture teams tiptoeing around tough conversations, bubble-wrapped from criticism, holding hands in a circle, and singing songs of unity instead of actually getting things done.

A few months ago, I said goodbye to my beloved Lola after 19 unforgettable years together. She was more than a pet; she was my companion, my confidant, and my source of endless joy. Saying goodbye was one of the hardest things I’ve ever had to do, but reflecting on our journey together has reminded me of the profound bond we shared—and the lessons she taught me along the way.

In the aftermath of a major election, it’s almost instinctual to "other" those who hold opposing political views.

You look at someone who looks, sounds, lives, or voted differently from you and think: Which side are you on?

The polarization feels unavoidable, doesn’t it? Fractures deepen. Exhaustion sets in. Conversations grow tense, or worse, nonexistent.

It’s no accident. Campaigns spend billions triggering our amygdala—the fear center of our brain—sending our deepest anxieties and tribal instincts into overdrive. The result? A world that feels less connected and more adversarial with each election cycle.

But no matter where you fall on the political spectrum, I’m inviting us to resist the urge to shrink into our corners or puff up with defensiveness—or, at the very least, to try.

Leadership isn’t about pleasing everyone. It’s about making choices—hard ones, intentional ones—and knowing who truly matters.

On Election Day, as millions of us head to the polls, I’m reminded of the weight of a single vote. It’s a symbol of voice, power, and choice.

For me, voting carries a deeply personal significance, one that’s tied to my journey of becoming an American citizen—a choice that wasn’t easy but has profoundly shaped my life.

Standing out? It’s rarely easy.

Being different? It’s often unsettling.

But what if, instead of feeling isolated or overwhelmed by your differences, you approached them with curiosity? What if you stopped judging yourself and started treating yourself like someone you love and respect?

This shift—from self-judgment to self-compassion—can be transformative. For me, it was a game-changer, opening my eyes to the strengths I had been downplaying for years.

Have you ever noticed that the quietest voices in the room often carry the most powerful ideas?

It’s easy to overlook these voices in the hustle and bustle of meetings and brainstorming sessions. But as a leader, I’ve learned that tapping into those quieter contributors can unlock perspectives that transform projects, teams, and even entire organizations.

Being an outsider can be tough.

The self-doubt, the constant questioning, the feeling like you don’t belong—it’s a heavy weight to carry. In a world that often celebrates conformity and fitting in, being different can feel like a disadvantage.

But here’s the truth: the people who don’t fit in? They’re often the ones who end up changing the game.

High-pressure, high-stakes projects can bring out the best in a team—or the worst. For me, it was a lesson learned the hard way.

I was leading a critical project, the kind that demands focus, speed, and a relentless drive to succeed. I was pumped. Nights, weekends—I was always on, pushing myself to the limit. What I didn’t realize was the unintended example I was setting.

Without meaning to, I created an environment where no one felt safe admitting they couldn’t keep up or that they had other priorities.

In today’s workplace, many leaders equate fostering a “nice” culture with creating a psychologically safe environment. After all, who doesn’t want a harmonious team where people get along and conflicts are rare?

But here’s the hard truth: “nice” doesn’t always mean safe. In fact, a culture that prioritizes niceness over honesty can backfire, stifling communication, creativity, and growth.

I learned this the hard way.

We’ve all felt it.

That quiet pressure to blend in, to do what’s expected, to follow the rules, and avoid rocking the boat. It’s a subtle but powerful force, whispering, “Don’t stand out. Don’t make waves. Just fit in.”

But here’s the truth: the people who make the biggest impact—the innovators, the disruptors, the changemakers—don’t fit in. They stand out.

They’re the ones who dare to stay true to themselves, no matter how uncomfortable it gets.

I was 8 years old when I first realized that being an outsider wasn’t just about not fitting in. It was something deeper, something more unsettling. It was about suddenly seeing things you were never supposed to notice.

The moment snuck up on me during what seemed like a simple favor.

Leadership, especially in the role of a change agent, is one of the most rewarding yet challenging journeys. You’re brought in to make an impact, to transform, and to lead teams to new heights. But there’s one trap I see too many leaders fall into—a trap that can derail even the smartest and most experienced among us.

Have you ever felt like you just don’t fit in? Maybe it’s in your workplace, your social circle, or even within your own family. That unsettling feeling of being different—of standing apart from the crowd—can be isolating, even painful.

Have you ever walked into a room and felt like an imposter?

Like somehow, you’re not “qualified” or “good enough” to be there? If your answer is yes, you’re not alone. It’s a feeling that many of us experience, often in moments where we should feel proud, confident, and secure.

Every night, while New York City sleeps, Jim Maroon and his team step into the quiet shadows of the 9/11 Memorial pools. From midnight to 8 a.m., they meticulously clean the waters, vacuuming and brushing the surfaces with care. This is no ordinary job—it’s a labor of respect, pride, and remembrance.

Breaking into a leadership role at Microsoft wasn’t just about mastering my job—it was about navigating a world where I didn’t quite fit in. As someone with a background in journalism, not computer science or engineering, I often felt out of place among my peers. I was frequently the only woman in a room full of older, more technically skilled men.

Creating teams that feel secure and valued is an aspiration shared by leaders everywhere. A sense of psychological safety—where team members feel comfortable sharing ideas, voicing concerns, and taking risks without fear of judgment—is critical to fostering innovation, trust, and collaboration.