Shows Coaching Substack

The Difference Between Doing Your Job and Owning It

Shows Coaching — Tue, 09 Jun 2026 13:01:56 GMT

We notice it immediately - sometimes before a single word is spoken. The quality of someone’s attention. Whether they’re actually here, or just here enough to get through the next hour.

It shows up everywhere: in the colleague who does exactly what’s asked and nothing more, in the service that technically functions but leaves you feeling invisible, in the meeting where bodies fill chairs but no one is really present. Disengagement has a texture. And most of us have learned to recognize it on sight.

What’s harder to name, but just as recognizable, is its opposite. Two moments from the road made this vivid for me.

When checking out looks like checking in.

I was flying an airline I’d never used before. Low staff, high tech, self-service everything. When I reached check-in and needed help, the attendant pointed me wordlessly toward a kiosk. The screen was confusing. There was no one nearby to ask. When he eventually reappeared and I tried again, he looked at me and said, flatly, with unmistakable edge, “Have you flown before? Can you read?”
I got myself through it. Muddled my way through the check-in area, rattled and a little embarrassed.
But something in me didn’t want to leave it alone.

On my way out, I turned back and found him. I said, quietly: “I wasn’t trying to make your day harder. I’m new to this airline and would have appreciated a little help. Thank you for listening.”

I wasn’t performing patiently. I wasn’t making a point. I wanted him to feel seen, genuinely, so that the next person who came to him lost and uncertain might be met with something more human. Whether it landed, I’ll never know. But choosing that response instead of walking away with my frustration intact felt like the only version of that moment I could live with.

When owning the moment changes everything.

We were driving through McAlester, Oklahoma on a long afternoon stretch - the kind where you need something to hold you together until you reach your destination. We pulled into a Starbucks, ordered a hot drink, and pulled up to the window.
A young woman greeted us with a warmth that caught us off guard. Before our drinks were ready, she leaned forward with genuine delight in her voice and asked: “Would you like to try a piece of lemon cake while you wait? It’s on the house.”
The answer was a firm yes. But what stayed with us wasn’t the cake. It was the way she offered it - as if giving us that small surprise was the best part of her afternoon.

She didn’t have to offer it. Nobody asked her to give us a free piece of cake with that kind of joy. But she did, and in doing so, she turned a quick stop into a moment worth remembering. She owned it completely. The drink, the offer, the interaction, the tiny lift it gave two tired travelers.

That’s the thing about an ownership mindset. It doesn’t wait for permission. It finds the opening and steps into it.

“The people who shape the rooms they walk into aren’t always the ones with authority. They’re the ones who decided, at some point, that what happens here matters to them.”

Both of those encounters happened in ordinary places, on ordinary days. One person had stepped away from their work. One was fully inside it. The difference in how each felt, to be on the receiving end, was anything but ordinary.

01 - Caring is the engine - tend to it

Most disengagement doesn’t happen all at once. It accumulates - small disappointments, unacknowledged efforts, routines that slowly hollow out. And at some point, people stop caring. Not dramatically. Just quietly, incrementally, until the job becomes a series of motions with nothing behind them.

The antidote isn’t motivation. It’s meaning. Specifically, finding - or remembering - what about your work actually matters to you. Not what should matter. What does.

That thread, however thin, is worth protecting. It’s the difference between someone who endures their work and someone who inhabits it. The young woman at that window in McAlester hadn’t lost her thread. You could feel it.

02 - Ask who comes after you

One of the quietest markers of an ownership mindset is a particular kind of question - not “what do I need right now?” but “what will the person who follows me need from what I do today?”

It’s a small shift in orientation, but it changes everything. Work done with that question in mind tends to be more thorough, more considerate, more durable. It resists the kind of short-term thinking that leaves messes for others to clean up - in projects, in relationships, in culture.

- What will this look like to someone who inherits it?
- Am I solving this, or just moving it along?
- What would I want someone to have done here, if our positions were reversed?

These aren’t grand questions. But people who ask them regularly produce work, and leave behind environments, that feel noticeably different from those who don’t.

03 - Do the thing no one asked you to do

Ownership almost always expresses itself in unrequested action. The email sent to flag something before it becomes a problem. The extra five minutes spent making sure someone actually understood. The choice to re-engage when walking away would have been perfectly justified.

None of those things are in a job description. That’s precisely the point. Ownership lives in the space between what’s required and what’s possible - and the people who occupy that space consistently are the ones who quietly raise the standard for everyone around them.

The woman at the Starbucks window wasn’t required to offer us cake. She wasn’t required to offer it with that much delight. She did it because in that moment, she saw an opportunity to make someone’s day a little better - and she took it.

Two people in the same kind of role. One had stepped away from their work in some quiet, internal way. One was completely present - not because anyone told her to be, but because she’d decided it mattered.

Ownership isn’t about performing enthusiasm you don’t feel. It’s about staying honest with yourself about what you’re here to do - and deciding, repeatedly, that it’s worth doing fully.

The question worth sitting with isn’t whether you’re doing your job. It’s whether you’re owning it.

About the Authors

Learn more at www.ShowsCoaching.com

What an Empty Mall Taught Me About Leadership

Shows Coaching — Tue, 26 May 2026 14:01:47 GMT

On Saturday, we met up with friends who encouraged us to go walking at a mall we had never been to before. A place we’d heard about but never visited. Curious, we decided to go.

At first glance, it was impressive.

Wide walkways. Clean lines. Updated finishes. Thoughtful lighting. You could tell this wasn’t a neglected property. Someone had invested real money here. Real belief. Real confidence.

And yet, something was missing.

It was quiet. Not peaceful- empty.

As we walked farther, the reality became impossible to ignore. Out of the entire mall, only five stores were still open:

One anchor store
An eyeglass shop
A jewelry store
A pizza place
A chocolatier

Every other storefront displayed the same sign taped to the glass: “Going Out of Business.”

That’s when the leadership question surfaced:

What happened here?

How does a developer pour millions into remodeling a massive shopping center- especially when a brand-new mall had been built just five miles away, actively pulling retailers toward it?

Of course, there are always complexities outsiders can’t see- financial constraints, contracts, timing, politics. But the pattern itself is familiar.

This wasn’t a failure of effort.
It wasn’t poor execution.
And it certainly wasn’t a lack of aesthetics.

The result?

The market had already moved on. What remained was a beautifully designed, very expensive walking path- standing in for a shopping center the market no longer needed.

You don’t end up here because leaders didn’t work hard.
You don’t end up here because the plan lacked detail.
You end up here because decisions were made without truly listening.

Not to customers.
Not to retailers.
Not to behavior.
Not to the quiet signals that were already pointing in a different direction.

When Leadership Stops Listening

Retail had already changed. Consumer habits had shifted. And when the newer mall opened nearby, it didn’t just offer newer buildings- it offered alignment with where people were going next.

Retailers didn’t leave overnight. They left because they saw opportunity elsewhere. Because someone was paying attention. Because someone was listening.

Too often, leaders only start listening after stakeholders begin packing up.

When that happens, it’s rarely about rent or location alone. It’s about relevance.

Leaders keep building.
They keep refining.
They keep investing- long after the market has quietly moved on.

And eventually, the market makes the correction for them.

A Lesson Bigger Than a Mall

This story isn’t really about retail.

It’s about organizations that double down on outdated strategies.
Businesses that optimize what used to work.
Leaders who confuse motion with progress.

You can execute flawlessly and still fail- if you’re solving the wrong problem.

You can build something beautiful, expensive, and impressive… and still miss the moment entirely.

The Real Leadership Question

Before you invest again.
Before you remodel the strategy.
Before you push harder on what used to work…

Ask yourself:

Am I responding to today’s market, or yesterday’s success?
Have I listened deeply, or only selectively?
Am I building for where people are going, or where I wish they’d stay?

Because leadership isn’t measured by how well you execute a decision.

It’s measured by whether you had the courage to question it before committing millions to the wrong direction.

Sometimes the quietest places- empty hallways, locked doors, the echo of your own footsteps- deliver the loudest lessons.

The only question is whether we’re willing to listen before everything goes silent.

What is the market already telling you that you might not be hearing?

If you’re ready to lead with clarity instead of assumptions, let’s have a conversation.

Sometimes the most valuable insight comes before the next investment, not after it.

About the Authors

Learn more at www.ShowsCoaching.com

How Smart People Talk Themselves Out Of Success

Shows Coaching — Tue, 12 May 2026 14:02:37 GMT

At some point, someone told us to “think outside the box.”

Which is impressive, considering no one ever confirmed the box existed. What color is this box we speak of? Size?

There’s no blueprint. No onboarding document. No laminated sign that says, “You may advance to here, but please do not exceed your qualifications.”
And yet, many of us live as if the box is not only real, but aggressively enforced.

The box, as it turns out, has a voice, a loud one that speaks into our thoughts with confidence.

A Coaching Story That Explains More Than Any Theory

I coached a young woman recently who was sharp, capable, and consistently delivering at a high level.

She remained unconvinced.

Her belief was simple and unwavering: she could never rise in the ranks because her education wasn’t “comparable.” Others had better degrees. Better institutions. Better acronyms at the end of their names.

So she did what many intelligent, responsible people do.

She eliminated herself from consideration- efficiently and in advance.

Opportunities appeared. She declined them internally.
Promotions became possible. She explained why they weren’t realistic.
All without anyone ever needing to say no.

It was impressive, in a deeply unhelpful way.

How the Mind Quietly Becomes the Gatekeeper

This is how most limits operate- not as barriers, but as policies we never voted on.

Her mind had taken one data point- education- and promoted it to final authority. Every opportunity was filtered through it. Every possibility pre-rejected for “practical reasons.”

Meanwhile, the world remained strangely open to the idea that she was ready.

Funny how that works.

Where These Limits Usually Come From

Most limiting beliefs don’t sound dramatic.
They sound responsible.

“I’m just being realistic.”
“I don’t want to overreach.”
“I know my place.”

They wear the costume of humility, but behave like fear with a spreadsheet.

Over time, they stop being thoughts and start being rules. And rules, once installed, rarely ask for permission before running the show.

That young woman wasn’t lacking confidence.
She was overqualified in self-disqualification.

What Actually Changed

We didn’t attempt a personality transplant or a confidence pep rally.

We did something far more disruptive: we questioned the belief’s credentials.

Who decided education was the deciding factor every single time?
Where was the evidence that performance didn’t count?
Why was she assuming rejection on behalf of people who hadn’t been consulted?

Once those questions were asked, the belief didn’t vanish.

But it did lose its authority badge.

And that made all the difference.

Growth Is Rarely a Grand Moment

Growth usually looks like this:

Applying even though the old story objects.
Speaking up while the inner narrator clears its throat.
Letting someone else decide you’re not ready, rather than doing it for them.

Courage, in practice, is often just mild disobedience toward a familiar thought.

The Quiet Ripple Effect

When someone stops enforcing their own limitations, others notice.

They show up differently.
They take up space with less apology.
They make progress that seems sudden to observers, though it rarely is.

That young woman didn’t become a different person.
She simply stopped shrinking to fit a belief that had no legal authority to begin with.

Final Thought

Most of the limits we live with aren’t imposed by the world.

They’re enforced by conclusions we reached once, found convenient, and never thought to revisit.

You don’t have to fight them.
You just have to stop letting them run the company.

Because your only real limits are the ones you allow to live boldly in your mind.

And some of them, frankly, have been collecting rent far too long.

Leadership Shows limiting beliefs the door!

Leadership starts here:
Not by pushing harder… but by questioning what’s been quietly holding you back.

Where are you playing smaller than your capability?
Where have you already decided the answer is “no”… without ever asking?

Change that. And watch what opens.

About the Authors

Learn more at www.ShowsCoaching.com

When Leadership Drifts: A Closing Reflection

Shows Coaching — Tue, 21 Apr 2026 15:02:31 GMT

Leadership rarely breaks in a single moment.

It fades.

Quietly.
Incrementally.
Often, without anyone announcing it.

That’s what this series has been about.

Not bad leaders.
Not malicious intent.
Not character flaws.

But patterns - the kind that slowly reshape culture, drain people, and leave everyone wondering when work started feeling heavier than it should.

From the beginning, it’s important to say this again clearly:

When I’ve used the phrase lazy leadership, I’ve never meant it as a label or an identity. It’s not who someone is. It’s something that can happen - to good people, in imperfect systems, over time.

As coaches, we don’t put people in boxes.
But we also don’t ignore signals that matter.

Growth requires honesty.

What We’ve Been Naming

In Part 1, we named the pattern.

How leadership drift doesn’t show up as chaos, but as absence.
How teams compensate quietly.
How dashboards look fine while culture works overtime.

Leadership, as John Maxwell reminds us, is influence.

And influence doesn’t disappear when leaders disengage.
It simply shifts.

Silence influences.
Distance influences.
Absence influences.

That realization alone brings language to what many people feel but struggle to explain.

What Leaders Are Being Invited Back To

In Part 2, the conversation turned directly to leaders.

Not with accusation.
But with an invitation.

An honest look at what happens when excitement for building fades, when presence becomes optional, and when leaders start protecting comfort more than calling.

Most leaders don’t stop caring.
They stop being curious about what changed inside them.

Pretending something hasn’t changed never helps a team - it just delays the cost.

Leadership, at its best, is a willingness to re-engage…
Or the courage to step aside with integrity.

Both are acts of leadership.

What Happens to Those Under Drift

In Part 3, the focus shifted to those living under leadership absence.

The fatigue.
The quiet frustration.
The temptation to shrink, over-function, or disengage just to survive.

Here’s where kindness matters.

There are seasons to endure.
And there are seasons to reinvent.

Sometimes the leadership you’re missing is the leadership the moment is inviting from you - not in title, but in integrity.

The goal isn’t to become cynical.
It’s to refuse to become what you’re surviving.

Why Systems Matter More Than We Think

In Part 4, we zoomed out.

Because leadership drift doesn’t start with people - it starts with systems that stop asking hard questions.

When accountability becomes distant.
When presence is optional.
When truth gets filtered instead of surfaced.

Healthy systems don’t assume leaders are perfect.
They assume leaders are human.

So they build guardrails.

They make proximity non-negotiable.
They normalize reflection.
They interrupt drift early - before damage becomes culture.

Or, as Bob Goff might say, they don’t let people wander too far without calling them back.

The Thread That Ties It All Together

Across all four reflections, one truth keeps surfacing:

Leadership doesn’t usually fail loudly.
It drifts quietly.

And the ability to recognize that drift - with humility, courage, and kindness - is often where growth actually begins.

Not growth that performs.
Growth that protects people.

Sometimes clarity doesn’t arrive with answers.
It arrives with better questions.

And sometimes the most leadership-filled moment isn’t a bold move at all -
It’s an honest one.

If this series has helped you name something you’ve felt but couldn’t quite articulate, that’s important.

Language brings relief.
Clarity brings options.
And options restore agency.

Whether you’re leading, following, rebuilding, or discerning what’s next, you’re not behind.

You’re paying attention.

And that’s where leadership shows up!

We’d love to connect with you- visit www.showscoaching.com!

Did you enjoy this article? This is part 4 of a 4-part series. See the rest of the series here:

Part 1:

Part 2:

Part 3:

About the Authors

Learn more at www.ShowsCoaching.com

A Note to Those Living Under Lazy Leadership

Shows Coaching — Tue, 07 Apr 2026 14:04:24 GMT

If you’re under lazy leadership, let me say this clearly:

What you’re feeling is real.

The fatigue.
The quiet frustration.
The sense that you’re carrying more than your role requires - and receiving less leadership than you deserve.

That’s not weakness.
That’s what happens when accountability fades and culture forms by default.

Lazy leadership doesn’t usually break people all at once.
It wears them down slowly.

You stop speaking up.
You lower expectations.
You manage your energy instead of multiplying your impact.

And if you’re not careful, you start shrinking your leadership to survive someone else’s absence.

But here’s the part we don’t talk about enough:

There are seasons to endure, and there are seasons to reinvent. Sometimes their lack of leadership is the very place your leadership begins.

Not with a title.
Not with permission.
But with standards you refuse to abandon.

That doesn’t mean every hard season is your cue to leave.
Some seasons build resilience.
Some seasons clarify character.

But some seasons are invitations.

Invitations to lead up.
To lead across.
To lead differently than what’s been modeled.

And here’s a measuring stick worth paying attention to:

When the people who love you start noticing you’re drained and dreading work, that’s often the clearest signal something needs to change.

Not necessarily your job.
But your posture.
Your boundaries.
Your honesty with yourself.

Staying doesn’t mean surrendering.
Leaving doesn’t mean failing.

But drifting does damage.

Because leadership isn’t just what happens above you.
It’s what gets practiced within you - every day you stay quiet, every day you stay small, every day you postpone becoming who this season is asking you to be.

Pay attention to what the culture is forming in you.

Because sometimes the leadership you’re waiting for…
Is the leadership this moment is asking from you

A Quiet Invitation

If this resonates, you don’t have to navigate it alone.

We work with emerging leaders in these exact moments - when they’re carrying more than their title, feeling the weight of leadership gaps above them, and trying to decide how to lead with integrity without losing themselves in the process.

Sometimes the next step isn’t a big decision.
It’s a conversation.

If support would be helpful, feel free to reach out at www.ShowsCoaching.com

Closing Reflection Question

What kind of leader is this season training you to become?

Did you enjoy this article? This is part 3 of a 4-part series.

See the rest of the series here:

Part 1:

Part 2:

And be sure to subscribe to read the rest of the series!

About the Authors

Learn more at www.ShowsCoaching.com

An Invitation to Lazy Leaders

Shows Coaching — Tue, 24 Mar 2026 14:00:43 GMT

Leadership matters.
People matter.
And the weight of responsibility you carry is real.

That’s why this is your invitation.

Wake up - or walk out.

Not because you’re a bad person.
But because something important has quietly changed.

There was a time when you were excited to build.
To solve problems.
To develop people.
To be in it with the team.

Somewhere along the way, that excitement faded.

You didn’t announce it.
You didn’t plan it.
You just started conserving energy instead of investing it.

You still show up.
You still attend meetings.
You still say the right things.

But internally, you feel it.

Decisions feel heavy.
People feel demanding.
Being present feels draining instead of meaningful.

So you redirect your effort.

Into your schedule.
Into your hobbies.
Into places where the return feels more predictable.

And while you’re telling yourself everything is fine…
Your absence is being felt.

Not loudly.
Not dramatically.
But consistently.

This is where comfort turns into complacency.

And complacency, left unchecked, becomes cowardice.

Not the loud kind.
The quiet kind.

The kind that avoids decisions.
The kind that hides behind distance.
The kind that slowly turns leadership into extraction instead of contribution.

Leadership was never meant to be that.

If your role takes more from people than it gives back…
If your calendar is full but your presence is rare…
If your support has been replaced by explanations…

That’s not leadership.

That’s entitlement with a title.

Leadership is about leading people, not taking from them.
It’s about carrying weight, not redistributing it downward.
It’s about proximity, not separation.

And when leadership starts serving your lifestyle more than the team’s mission, something has to change.

Either re-engage fully.
Or step aside with integrity.

Because staying half-present doesn’t protect the team.
It slowly drains them.

This Is the Part That Matters Most

This isn’t written to shame you.

It’s written to call you back.

Back to the responsibility.
Back to the people.
Back to the version of yourself that once wanted to build something meaningful.

Many leaders don’t stop caring - they stop understanding why they’ve stopped.

They lose clarity.
They lose purpose.
They lose honesty with themselves.

And the way forward isn’t pretending everything is okay.

It’s doing the harder work of asking:

What changed in me?
What am I avoiding?
Do I want to lead again - really - or is it time to step aside well?

A Quiet Invitation

If this stirred something uncomfortable but true, you don’t have to sort it out alone.

We work with leaders in this exact place - helping them slow down, get honest, understand what shifted, and decide how to move forward with clarity and integrity.

Not to judge.
Not to rescue.
But to help you lead consciously again - or exit responsibly.

Sometimes, the most courageous leadership move is asking for help.

If a conversation would be useful, reach out. www.showscoaching.com

See part 1, “Confessions of a Lazy Leader,” here.

Did you enjoy this article? This is part 2 of a 4-part series.

About the Authors

Learn more at www.showscoaching.com

Confessions of a Lazy Leader

Shows Coaching — Tue, 10 Mar 2026 14:02:02 GMT

John Maxwell says, “Leadership is influence - nothing more, nothing less.”

Which explains why lazy leadership is so effective.

It influences people…
Just not in the direction anyone intended.

Lazy leaders aren’t loud.
They’re not even obviously disengaged.

They’re just selectively present.

And while they’ll never confess to it, their patterns tell the truth.

A quick clarification before we go further:
When I use the word lazy, I’m not describing a person’s character or identity.

This is about recognizing patterns of behavior - patterns that quietly shape culture, performance, and trust.

As leaders and coaches, we don’t put people in boxes. But we also don’t ignore signals that matter. Growth begins with seeing clearly.

Here are the 7 patterns to recognize “Lazy Leadership”:

1. Decisions Are Always “Almost Ready.”

Lazy leaders love thoughtful language.

“We’re just being intentional.”
“Let’s circle back.”
“I want to make sure we get this right.”

Weeks later, nothing has happened - but everyone is very aligned on waiting.

Maxwell teaches that leaders earn their position by making decisions others don’t want to make.

Lazy leadership delays until urgency forces action - and by then, the cost is higher than it needed to be.

Momentum doesn’t die dramatically
It dies politely.

2. Accountability Exists… In Theory

Everyone agrees accountability matters.

It’s just… inconsistently applied.

Deadlines flex.
Standards adjust.
Conversations get postponed in the name of “grace.”

Lazy leadership avoids clarity because clarity creates discomfort.

And discomfort requires leadership.

3. Vision Sounds Inspiring but Explains Nothing

Lazy leaders give great speeches.

“We’re raising the bar.”
“We’re building excellence.”
“We’re stepping into the next level.”

Everyone nods.

No one knows what to do differently on Monday.

Vision without clarity isn’t leadership - it’s motivational background noise.

And eventually, people stop listening.

4. Feedback Arrives Like a Surprise Audit

Nothing…
Nothing…
Nothing…

Then suddenly:
“Can we talk?”

Lazy leaders don’t avoid feedback because they don’t care.
They avoid it because it’s inconvenient.

So they save it up.

Which is how one small issue becomes a character assessment.

Healthy teams normalize feedback.
Unhealthy ones brace for it.

5. Energy Is Low at the Top (But Personal Life Is Thriving)

This is where it gets awkward.

Lazy leaders often have plenty of energy - just not for the team.

They’re disciplined about workouts.
Passionate about hobbies.
Exploring interests.
Optimizing their calendar.

They’ve also mastered the remote leadership posture.

They work “better away from the noise.”
They come in for established meetings.
They’re hard to reach, but well-intentioned.

To be clear: remote work isn’t the issue. Neither are hobbies and workouts.

Absence is.

Leadership doesn’t require constant visibility - but it does require availability.

You can’t build trust from a distance.

6. Development Is Technically “Encouraged”

Growth is important.

Just… optional.
Self-directed.
Limited in resources.

Unmodeled.

Lazy leaders support development the same way people support “someday” goals.

“It’s a great idea. We should do something about that.”

People don’t stop growing because they lack ambition.
They stop because leadership stopped prioritizing it.

7. Responsibility Has Excellent Explanations

When things go well, it’s teamwork.

When things don’t, it’s:

The economy
The timing
The team
The budget
The hybrid model
The weather

Lazy leadership explains first and reflects later - much later, if ever.

Strong leaders reverse that order.

Ownership isn’t blame.
It’s credibility.

Why This Shows Up So Often (And Why It Lasts)

I see this most in organizations where the leader is accountable to no one, or only loosely accountable to a remote boss or board detached from daily realities.

The boss visits infrequently. The board meets quarterly.
Dashboards are cleaned up. Information is carefully filtered.

From the outside, everything appears fine.
Inside, the culture is quietly compensating for leadership absence.

Years ago, I worked with a leader who spent an extraordinary amount of effort arranging his schedule to spend as little time as possible at work or with the team. It wasn’t hidden. It was intentional. He averaged maybe eight hours a week.

Sounds great - but for whom?

When his boss came to town, that same energy went into managing distance, keeping leadership insulated from the people who lived the culture every day.

What stayed with me wasn’t just the behavior, but the cost.

The mental and emotional energy required to maintain that separation was exhausting for everyone. It created a constant undercurrent of tension - an unspoken awareness that something wasn’t right, but wasn’t being addressed.

That energy could have been used to grow people.
To build trust.
To strengthen the organization.

Instead, it was spent elsewhere - new hobbies, new interests, whatever felt more engaging at the time.

He had lost interest in the business, though not in the paycheck.

And that quiet disconnect slowly drained the team - not through conflict or chaos, but through absence.

When a leader’s comfort becomes everyone else’s discomfort, that’s not a preference.
That’s a signal - and it deserves attention.

Lazy leadership thrives where oversight is distant and presence is optional - not because people are dishonest, but because the system allows it.

Why You Can’t Stay Under Lazy Leadership

Because it shapes you.

Quietly.

You lower expectations.
You manage your effort.
You stop initiating.

Not because you don’t care - but because caring costs more than it should.

Maxwell says, “You teach what you know, but you reproduce who you are.”

Lazy leadership doesn’t just frustrate teams.
It reproduces disengagement.

The real question isn’t:
“Is this leader lazy?” You can do nothing about that!

It’s:
“Who am I becoming by staying under this example?”

In Part 2, I want to talk about what happens next.

What to do when you begin to recognize these patterns - not just in leadership above you, but in yourself.
How to tell the difference between a season to endure and a season to reinvent.
And how to respond without losing your integrity, your edge, or your sense of purpose.

Ready to build a culture where people don’t have to compensate for leadership absence?

If your organization is struggling with engagement, retention, or developing emerging leaders, it may not be a people problem - it may be a leadership clarity opportunity.

Culture doesn’t drift by accident.
It’s shaped through presence, accountability, and intentional leadership.

Partner with Shows Coaching 👉 www.showscoaching.com

About the Authors

Learn more at www.showscoaching.com

You Screwed Up, or Did You?

Shows Coaching — Tue, 24 Feb 2026 15:01:47 GMT

Good morning, Kate.

Kate: “You messed up.”

That’s how the conversation started - delivered with the confidence of a breaking-news report.

Not, “Hey, can we sort something out?”
Not, “I think something got crossed.”

Just a full-speed accusation before I’d even settled into the call.

And for a moment, I genuinely wondered if I had.

My brain went into search mode. We’ve all had days where details blur, and calendars play tricks on us.

The Moment Everything Slowed Down

We walked through it together.

We had confirmed a specific date, but their mind did a quick “auto-fill” and thought it fell on a different day of the week.
Not malice.
Not carelessness.

Just a very human mental shortcut - the kind that happens to all of us when life is moving fast.

A simple mix-up.
An easy fix.
A shared laugh.

And a surprisingly meaningful leadership reminder.

Insight: Why Our Brains Jump to Blame

When something feels off, the brain rushes in with a ready-made explanation - and it fills the gap quickly, sometimes faster than the facts arrive.

Why does this happen?

Because the brain prioritizes certainty over accuracy.
It protects our identity before it checks our information.

This is why blame feels natural.
And why ownership feels uncomfortable.

Most people defend the story in their head - even when the evidence is waving both arms like Danger: the road is closed ahead!

But leaders - the ones people genuinely respect - choose differently.

They say things like:

“I might be missing something.”
“Let’s slow this down.”
“That one’s on me.”

Not because they’re weak.
But because they understand something many leaders forget.

Ego vs. Ownership

Ego is expensive.
Ownership is productive.

Blame builds walls.
Ownership builds bridges.

Ego protects image.
Ownership builds trust.

Trust grows fastest in the presence of humility.

Remedy: Three Micro-Shifts for Leaders

If you’re in - or growing into - leadership, try these three micro-shifts.

1. Separate assumptions from facts

When tension rises, pause and ask:
“What am I assuming, and what do I actually know?”

This instantly creates clarity.

2. Lead with curiosity

Start one conversation with:
“Here’s the part I might be misunderstanding…”

You’ll be surprised how quickly defensiveness softens.

3. Use an “I” before addressing any issue

Examples you can use immediately:

“I might be wrong - did we say Monday or Tuesday?”
“I may have understood you incorrectly.”
“I might need your memory on a few details.”

These small adjustments compound over time.
They shape how people experience you as a leader.

The Truth About Leadership

Here’s the fact:

People don’t follow perfect leaders.
They follow honest ones.

Reflect

Before you move on, pause for ten seconds and ask yourself:

Where could you be defending an assumption or story instead of checking the facts?

It’s in moments like these that character is shaped - and trust is built.

Every day, your Leadership Shows.

Leadership moments like this happen every day.
And the way you respond- especially when things feel tense or unclear- shapes your culture more than any policy ever will.

At Shows Coaching, we help leaders slow down, build trust, and lead with ownership instead of ego- so their teams actually want to follow them.

If this story resonated, it’s likely showing up somewhere in your organization, too.
Let’s talk about it.

Connect with us at showscoaching.com and start building the kind of culture people trust.

About the Authors

Dan and Lori Shows are leadership and team development coaches who help leaders and organizations build cultures rooted in trust, ownership, and clarity. Drawing from real-world experience and timeless wisdom, they work with leaders to slow down reactive patterns, challenge assumptions, and respond with intention- especially in moments that matter most.
Learn more at www.showscoaching.com

Finding Purpose in Work

Shows Coaching — Tue, 10 Feb 2026 15:02:07 GMT

Near the end of a long shift, a young leader sat across from us.

They were capable. Reliable. The kind of employee others quietly depended on. They showed up prepared, handled responsibility without drama, and did the job well- even when no one was watching.

Then they said something that slowed the room down:

“I’m not sure my work actually matters here.”

It wasn’t frustration.
It wasn’t blame.
It sounded more like someone thinking out loud for the first time.

They weren’t asking to be rescued or validated. They were trying to make sense of their role and their future. And that moment matters- because this isn’t what disengagement looks like when people are weak or entitled. It’s what it looks like when capable people stop seeing a reason to fully invest.

People don’t leave suddenly. They leave after a series of unanswered internal questions- questions leaders often never hear because they’re rarely spoken out loud.

That’s why people don’t leave companies.
They leave when they can’t see a future- or a purpose- inside them.

The Quiet Questions Beneath Engagement

In our work with multi-generational teams, especially Gen Z and emerging leaders, we see this pattern repeatedly. Most aren’t looking for an escape. They’re looking for clarity.

They want to know if the effort they’re putting in is actually leading somewhere. If the work they’re doing is building something meaningful. If they’re growing- or just staying busy.

Questions like:

Does what I do matter?
Am I actually contributing- or just filling space?
Can I see myself here a year from now?

When those questions linger without answers, disengagement doesn’t arrive dramatically. It settles in quietly. Energy fades. Ownership shrinks.

People don’t stop caring- they stop seeing themselves in the work.

Why Capable People Lose Sight of Their Impact

Here’s something leaders often underestimate: even strong performers don’t automatically recognize their own impact.

They don’t always connect daily decisions to larger outcomes. They don’t always see how their consistency stabilizes a team, how their presence makes work safer or smoother, or how their effort reduces friction for others.

Not because they need praise- but because meaning doesn’t always announce itself.

When no one helps connect those dots, capable people begin to wonder whether the cost of effort is worth it. And that’s usually when leaders are surprised later by disengagement that, in hindsight, had been forming for months.

Moment of Awareness

One leader shared a moment with us that captures this perfectly.

They had just finished a one-on-one with a high-potential team member. Goals were reviewed. Metrics were covered. Next steps were clear. By every management standard, it was a solid meeting.

As the employee stood to leave, the leader asked- almost automatically- “Everything good?”

“Yep. All good.”

But something didn’t sit right.

The conversation had direction, but no depth. Clarity, but no connection. Later that day, the realization landed:

I managed the work well, but I never helped them see why it mattered.

Not because the leader didn’t care. Because efficiency had quietly replaced curiosity.

At the next one-on-one, the leader tried one small shift. Instead of starting with tasks, they asked:

“When do you feel most useful around here?”

The response was immediate. The employee leaned forward. They spoke with conviction. They named contributions that had never shown up on a performance review.

What the leader saw wasn’t motivation.
It was ownership.

Where Leadership Actually Shows Up

This is where leadership earns its weight- not by removing pressure or lowering standards, but by naming purpose.

Purpose conversations don’t excuse performance. They anchor it.

When leaders ask questions that invite reflection instead of defensiveness, people stop measuring themselves by approval and start grounding themselves in contribution. They don’t become dependent- they become invested.

And invested people don’t need to be chased. They lean in.

A Simple Shift That Creates Meaning

This doesn’t require a new program or a softer culture. It requires better questions in conversations you’re already having.

Try asking:

When did work feel energizing this month?
What problems do you naturally step up to solve?
Who is better off because of what you do?

These questions don’t coddle. They clarify.

They help people see where they add value. They surface strengths that deserve responsibility. They build confidence rooted in impact- not reassurance.

Bridging the gap

Think back to the capable young leader wondering if their work mattered.

Now think about the leader who realized they had never asked why the work mattered to the person doing it.

Those moments are connected.

One is a question forming internally.
The other is an opportunity waiting externally.

Neither requires blame. Both require leadership.

Most people don’t need less accountability. They need a clearer meaning inside it. When effort is connected to impact, capable people lean in. When purpose becomes visible, ownership follows.

Retention doesn’t rise because leaders become softer.
It rises because leaders become more intentional.

Every day, your LEADERSHIP SHOWS.

📎 Download: Leader One-Page - Purpose Conversations That Help People Stay

Ready to Build a Culture Where People Want to Stay?

If your organization is struggling with engagement, retention, or developing emerging leaders, this isn’t a people problem- it’s a leadership opportunity.

Purpose doesn’t happen by accident. It’s built through intentional leadership, clear communication, and the right questions asked at the right time.

Partner with Shows Coaching www.showscoaching.com

About the Authors

Dan and Lori Shows are leadership and team development coaches who help leaders create workplaces where people understand why their work matters. Drawing from real-world experience, they equip leaders to move beyond task-based management and lead purpose-driven conversations that increase engagement, develop emerging leaders, and strengthen retention. Learn more at www.showscoaching.com

When Smart Isn’t Enough: Why People Skills Support Business Skills

Shows Coaching — Tue, 27 Jan 2026 15:02:22 GMT

Recently, we worked with an organization led by incredibly smart people.

The kind of people whose résumés read like success stories - advanced degrees, big projects, sharp strategies.

But here’s the hard truth: the team was a mess.

Not because they lacked intelligence, but because they lacked connection.

Meetings were full of tension.
Communication was transactional.
And the brilliance that could have built something great was instead building frustration, silos, and destructive competition within the team.

Smart Doesn’t Build Trust - People Do

John Maxwell says,

“People don’t care how much you know until they know how much you care.”

That’s not a cliché. It’s the operating system of healthy leadership.

Knowledge can solve problems.
But people skills prevent them.

Think of it like this:

Your technical skills may build the product.
Your people skills build the team that keeps it alive.
Your leadership skills multiply both.

Without trust, knowledge turns competitive.
Without empathy, ideas become weapons.
Without humility, even the smartest people start defending their status instead of building something together.

You Can’t Outthink a Lack of Trust

You can have the best plan, but if your team doesn’t feel safe speaking up, you’ll never hear the truth that saves the plan.

You can have the best process, but if people don’t feel seen, they’ll follow it without heart.

People skills don’t make you soft.
They make you effective.

They turn intelligence into influence - and influence is what actually drives results.

So Here’s the Challenge

If you’re part of a high-skill, low-trust team, pause the problem-solving for a moment.

Ask instead:

How well do we listen?
Do we seek to understand before we correct?
Do we build people - or just expect performance?

Because the smartest people in the room aren’t the ones with all the answers.

They’re the ones who make everyone else feel safe enough to find them together.

The Bottom Line

Smart skills build systems.
People skills build culture.

And culture determines everything else.

Ready to Build Trust on Your Team?

If creating a healthy, high-performing team culture is something you want for your organization, you don’t have to figure it out alone.

At Shows Coaching, we partner with leaders and teams who are ready to move beyond surface-level solutions and build cultures rooted in trust, clarity, and genuine connection.

Whether your team is navigating growth, tension, change, or simply wants to work better together, our coaching and development process helps leaders strengthen their people skills alongside their business skills.

We believe that when leaders lead well, teams respond - and results follow.

If you’re ready to invest in your people and create a culture where individuals feel seen, valued, and empowered to contribute their best, we’d love to connect.

Visit www.showscoaching.com to start a conversation and explore how we can support your team’s growth this year.

About the Author

Dan and Lori Shows are leadership and team development coaches who work with leaders and organizations to strengthen performance, alignment, and culture. Drawing from real-world organizational experience and timeless wisdom, they help leaders recognize patterns, build discernment, and respond with clarity rather than reaction.

Control vs. Leadership

Shows Coaching — Tue, 13 Jan 2026 15:50:16 GMT

What Is Going On?

We may find ourselves in a workplace that is far from what we envisioned, dreamed, or desired.

It’s undeniable that the leader significantly shapes the workplace culture. As individuals, we have a vital role to play, and we must diligently steward our contributions.

How should you respond if you find yourself working in the middle of a “case study” of controlling leadership?

Our initial step is to become aware of the patterns of controlling vs. leading.
What you understand, you can manage.

The Control Test

If you have to sign off on every little thing your team does…
You’re not leading. You’re babysitting.

Leadership multiplies. Control shrinks.
When you empower people, they grow.
When you control people, they shrink.

And if you’re under a controlling leader?
Grow where you can. Influence by being consistent, reliable, and trustworthy.

Leadership:

Multiplies potential
Empowers growth
Creates leaders

Control:

Shrinks capacity
Limits growth
Creates followers

Micromanagement in Disguise

John Maxwell says:
“You can’t grow people if you won’t trust people.”

If your leader checks the font size on your emails…
You might not have a bossyou might have a proofreader.
(Of course, this is an exaggeration, but you get the point.)

Control kills confidence.
Trust builds it.

Ask yourself:
Am I creating followers who wait… or leaders who act?

The Insecurity Factor

Most controlling leaders aren’t mean - they’re insecure.

Control is usually fear in disguise:

Fear of mistakes
Fear of being judged
Fear of being relevant

And here’s the twist:
The tighter you grip, the more talent slips through your fingers.

Fear of mistakes → Perfectionism paralyzes progress
Fear of being judged → Insecurity drives micromanagement
Fear of losing relevance → Clinging to control instead of adding value

Control vs. Leadership Energy

Control is exhausting.
Leadership is energizing.

If you’re drained every day because you have to make every decision…
You’re not leading - you’re managing fears.

And if you’re under a controlling leader?
Guard your energy. Invest in what you can influence. Let go of the rest.

Control Energy:

Exhausting daily grind
Making every decision
Managing fears constantly
Draining team morale

Leadership Energy:

Energizing collaboration
Empowering others to decide
Building confidence
Multiplying team energy

The Autonomy Equation

Control says: Do it my way.
Leadership says: Here’s the goal - let’s find the best way together.

If your leader needs to know your every move, you may be working for a dance instructor, not a leader.

Autonomy isn’t rebellion.
It’s a responsibility.
Give it, and people rise.

Set Clear Goals – Define the destination, not the route
Collaborate on Method – Find the best way together
Watch People Rise – Responsibility breeds excellence

Trust Is the Currency

Control uses fear as its currency.
Leadership uses trust.

If people only do their best work when you’re watching, you don’t have a team - you’ve got a daycare.

If you’re under a controlling leader, build trust brick by brick.
Competence plus consistency eventually buys you freedom.

Demonstrate Competence – Show you can handle responsibility
Be Consistent – Reliability builds confidence over time
Earn Freedom – Trust becomes your currency for autonomy

Leading Up and the Permission Myth

Sometimes you can’t escape a controlling leader.
But you can still lead up.

Anticipate what they’ll ask
Deliver early
Slowly earn their confidence

If you wait for them to loosen control first, you’ll be waiting until retirement.

The Permission Myth:
Controlling leaders rarely hand out freedom slips.

You don’t need permission to:

Bring positivity
Take initiative in small ways
Lead yourself well

If you wait to be empowered, you’ll stay stuck.
Sometimes leadership starts with you empowering yourself.

The Team Effect and Control’s Expiration Date

Control might feel efficient, but here’s what it creates:

A quiet room
No new ideas
People who play small

If you want innovation, you need permission to fail.
If you want excellence, you need freedom to try.

Because controlled people don’t take risks- they take cover.

Control’s Expiration Date:
Control might work in the short term.
It never works in the long term.

Why?
Because great people leave.
And the ones who stay? They stop caring.

The future always belongs to leaders who trust,
not controllers who grip.

The Mirror Check and the Bottom Line

It’s easy to point out controlling leaders.
Harder to ask: Am I one of them?

Do you:

Interrupt too much?
Focus on the negativity?
Forget to rest or celebrate?
Struggle to delegate?
Correct when you could coach?

If so, the first step isn’t shame.
It’s awareness.
Leaders grow when they loosen the grip.

The Bottom Line

Control is about protecting power.
Leadership is about multiplying power.

If your leader has to sit in on every single meeting… You don’t have a leader. You have a hall monitor.

But here’s the good news:
Control might stop your boss from growing - but it doesn’t have to stop you.

About the Authors

Dan and Lori Shows are leadership and team development coaches who work with leaders and organizations to strengthen performance, alignment, and culture. Drawing from real-world organizational experience and timeless wisdom, they help leaders recognize patterns- such as the difference between control and true leadership- build discernment, and respond with clarity rather than reaction.

Visit our website to connect and join the conversation-

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10 Culture Truths Every Leader Needs to Hear

Shows Coaching — Wed, 10 Dec 2025 16:19:33 GMT

“Culture eats strategy for breakfast. And toxicity eats culture for lunch.”

Workplaces don’t become toxic overnight. They drift there- slowly, quietly, and often under the radar of well-meaning leaders.

If you’ve ever found yourself thinking, “What is going on with my team?” - these truths will help you understand what’s happening, why, and what to do next.

1. What You Permit, You Promote

Culture erodes slowly, not suddenly. When leaders ignore harmful behavior, they unintentionally send a clear message: This is okay here.

“The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.” - Gruenter & Whitaker

A VP we coached avoided confrontation at all costs. A manager on his team frequently belittled others in meetings. Everyone noticed- but he said nothing. Within a year, three top leaders left. The toxic employee remained.

Leadership Shift:
Silence isn’t neutrality- it’s permission. Your standards are what you tolerate, not what you write on the wall.

Tips:
• Reframe confrontation as protecting the team, not attacking the person
• Use specific examples
• Stay calm- dysfunctional people often feed on reactions

2. If Your Best People Are Leaving and the Toxic Ones Are Staying…

…you already have your answer about what (and who) is being protected.

Top performers leave cultures where dysfunction goes unchecked. One engineer left her company after her concerns about a toxic peer were ignored. Leadership defended the toxic employee because “they hit their numbers.” Months later, the team’s performance tanked.

Leadership Shift:
Retention reveals priorities.

Tips:
• Ask yourself who you’re protecting: the culture or your comfort
• Use data- turnover, performance, feedback- to guide decisions

3. Toxic Employees Don’t Burn Out - They Burn Through

Toxic people don’t self-destruct- they drain everyone around them.

One sales team “superstar” consistently exceeded quota but left a trail of drama behind him. Leadership tolerated him. In 12 months, five other reps quit. Revenue declined anyway.

Leadership Shift:
A toxic high-producer is still a net loss. Look at collateral damage, not just output.

“Culture eats strategy for breakfast.” - Peter Drucker

4. HR Can’t Fix Toxic Culture. Leadership Can.

HR can write policies, document behaviors, and advise. But they can’t enforce trust. Only leaders can do that.

In one company, employees repeatedly reported a toxic manager. HR filed reports, but nothing changed because the leader above them refused to act. Trust collapsed.

Leadership Shift:
HR supports culture- but leaders create culture.

Tips:
• Don’t delegate culture issues to HR
• Ask HR to support you, not replace you
• Own expectations and model the culture

5. You Don’t Lose Great People Because of the Work

You lose them because of what you allow.

A young leader once said, “I don’t mind the hours. I mind that my leader ignores the person who undermines me constantly.” He left. The toxic teammate stayed.

“People don’t quit jobs- they quit managers.” - Gallup

Leadership Shift:
People don’t leave work. They leave unchecked behavior.

6. Toxic People Aren’t the Real Problem

Leaders who tolerate toxic people are.

Toxicity requires oxygen. Avoidance is that oxygen. One leader avoided confrontation so long that the team ended up trusting the toxic person more than him.

Leadership Shift:
Avoidance empowers toxicity.

“A leader is one who knows the way, goes the way, and shows the way.” - John Maxwell

7. One Toxic Employee Can Undo a Hundred Painted Values

You can decorate your walls with words like Respect and Integrity- but if you tolerate opposite behaviors, values become jokes.

Leadership Shift:
Culture is defined by what people see, not what leaders say.

Tips:
• Tie behavior back to values
• Enforce values as standards, not slogans

8. Toxic Culture Doesn’t Announce Itself

It whispers its way in.

Here’s how toxicity spreads:

Whispers begin – subtle side conversations, eye-rolls, disengagement
Trust erodes – skipped meetings, low collaboration
Disengagement grows – innovation stalls
Exodus begins – your best people leave

A CEO was shocked when three directors resigned within three months. He had missed the early whisper signs.

“The most important thing in communication is hearing what isn’t said.” - Peter Drucker

9. Culture Eats Strategy for Breakfast - Toxicity Eats Culture for Lunch

The best strategy fails in an environment where people don’t trust each other.

A company we worked with had a brilliant new strategic plan, but a toxic leader undermined collaboration. Silos grew. The strategy died- not because it was bad, but because culture was broken.

Leadership Shift:
Fix culture first. Strategy can only thrive when trust exists.

10. The Bottom Line: Control Shrinks. Leadership Multiplies.

Control protects power. Leadership multiplies power.

If a leader must sit in every meeting, approve every decision, or oversee every detail, they’re not leading- they’re monitoring.

But here’s the good news:
A controlling boss might block their own growth, but they don’t have to block yours.

Grow where you can. Influence where you’re able. Build trust through consistency, competence, and character.

Ready to Build a Healthy, High-Performing Culture?

If you’re ready to strengthen your culture, eliminate toxicity, and build a team where top talent flourishes, we’d love to help.

👉 Visit showscoaching.com to start the conversation.

About the Author

Coach, Cut, or Coddle? A Leader’s Quick Guide to Handling Difficult Employees

Shows Coaching — Tue, 11 Nov 2025 15:50:37 GMT

You don’t want to miss Thoughts from Dan below the article!!

Every leader, sooner or later, faces a challenging employee. The real question isn’t if—it’s how you’ll respond.

An article by the same name popped up on MSN, originally printed on INC.com and it reminded me of this simple framework we use to help leaders.

There is no shortage of difficult-to-handle employees. The even greater shortage is leaders who know how to spot the signs early and protect their team’s culture. This simple framework has worked for us, and we share it with leaders. What you address early, you manage early.

Here’s a simple framework you can use the next time you’re faced with insubordination, negativity, or resistance:

Identify the Challenge

Figure out why the employee is difficult:

Direction Ignorer – Doesn’t follow clear instructions.
Underminer – Challenges authority in front of others.
Negative Influence – Spreads discontent and lowers morale.
Skill/Will Gap – Has ability but lacks motivation (or vice versa).

Decide Your Approach

You really only have three options:

Coach – If they have potential and are willing to grow.

Development plan
Regular check-ins
Document progress
Clear timelines

Cut – If they lack skill, will, or fit, and the behavior damages the team.

Document issues
Partner with HR
Prepare transition plan
Communicate respectfully

Coddle (Don’t!)

If you sugarcoat, avoid hard feedback, or dump their work on others. This hurts morale more than it helps.

Communicate Clearly

Many performance problems are really communication problems. Ask yourself:

Did I set clear expectations?
Do I give timely, constructive feedback?
Have I documented conversations?
Am I addressing behavior, not personality?

Quick Self-Check Before Acting

Has the employee improved after feedback?
Do they bring unique skills the team needs?
How much is team morale impacted?
Have I clearly communicated expectations and consequences?
What resources can I reasonably dedicate to this?

Bottom Line

Leadership isn’t about avoiding tough calls—it’s about facing them with clarity, courage, and consistency.

👉 The next time you’re faced with a tough employee, ask yourself: Coach, Cut, or Coddle

💡 Pro Tip: Want a free one-page checklist of this framework? Drop your email and I’ll send you the downloadable tool.

Thoughts from Dan

The Best Leaders Rarely Want the Job

In 30 years of working in both for-profit and nonprofit worlds, I’ve noticed something consistent:

The best leaders usually don’t chase leadership titles.

They’re not asking for a position, they’re already leading by how they show up.

They serve.

They collaborate.

They motivate.

And because of that, leadership finds them.

Their teams trust them. Their results speak for them. Their reputation precedes them.

On the other hand, I’ve seen far too many who crave a stage, a title, or significance. And honestly? That’s where bad leadership starts.

When your identity depends on a title, you’ll always need more; more recognition, more applause, more control.

That insecurity never gets filled.

The best leaders lead from security, not ego.

They know their strengths, own their weaknesses, and build teams that balance both.

As I often say:

“Everybody gets old, but maturity is a choice.”

If you’re looking for future leaders, find the ones already demonstrating the behavior, not demanding the role.

Titles don’t make leaders. Fruit does.

💬 Your Turn: What have you noticed, do great leaders seek the role, or does the role find them?

About the Author

Coming soon

Shows Coaching — Fri, 07 Nov 2025 03:58:20 GMT

This is Shows Coaching Substack.