INSIGHTS FOR GROWTH

Every reorg creates white space. Roles that weren’t defined before. Problems without owners. Decisions without clear accountability. The leaders who find opportunities in disruption are the ones who look for them deliberately — while everyone else is hunkering down and waiting for the dust to settle.

Most leaders in a reorg are focused on getting information. The best ones are focused on having conversations. Two conversations specifically — one with their team as a whole, one with the individuals they can’t afford to lose. Both require intentionality. Neither happens by accident.

There’s a conversation most leaders wait too long to have with their best people. Not the performance conversation. The retention conversation. The one that starts with: ‘I want to make sure you know I see you and I’m invested in you being here.’ By the time your best person tells you they’re looking, they’ve already decided.

Your team is not watching the org chart right now. They’re watching you. How you handle uncertainty — whether you go quiet or stay visible, whether you project anxiety or steadiness — is the culture you’re building in real time. The signal you send during a reorg is the one they carry forward.

I’ve coached dozens of leaders through reorganizations. The ones who come through strongest share one thing: they stop spending energy on what they can’t change and start leading what’s actually theirs to lead. Two tools make the difference.

There are three circles in any reorg. The innermost is what you actually control: your behavior, your communication, your team. The middle circle is what you can influence. The outer circle is what you have to accept. Most leaders spend their energy in the outer circle. That’s where the suffering lives.

The reorg is not about you. It’s about the organization trying to solve a problem. The leaders who survive them well are the ones who stop personalizing the structure and start navigating it. Reorgs are structural. The suffering is optional.

Presence isn’t a trait. It’s not something you either have or you don’t. It’s a practice — built in small moments. The 30-second prep. The breath before responding. The three-word audit. Every rep adds up. The leaders with the strongest presence developed it deliberately.

Most leaders think about executive presence during a conversation. The leaders who are best at it think about it before and after. Your presence doesn’t start when you open your mouth — and it doesn’t end when you stop talking. It’s what you do in the first two minutes and the last two minutes.

After a high-stakes meeting, ask yourself: if the people in that room had to describe how I showed up in three words, what would those words be? Write them down. Then ask someone who was in the room. The gap between your words and theirs is where presence work happens.

There’s a two-minute window most leaders waste completely — the time before they walk into a high-stakes conversation. The leaders with the strongest presence use it to regulate before they need to. Three questions, thirty seconds.

She’d been told she came across as defensive for years. She wasn’t being defensive — she was being rigorous. But the room wasn’t reading rigor. It was reading threat. Executive presence is the gap — or the absence of a gap — between what you intend and what you transmit.

Are you the thermometer or the thermostat? A thermometer responds to the room’s temperature. A thermostat sets it. The leaders with the strongest executive presence are thermostats — they walk into high-stakes meetings having already decided what temperature the room will be.

Executive presence isn’t about looking confident. It’s about being regulated. The leaders who command rooms without demanding attention share one trait: when pressure spikes, they slow down. When the room gets anxious, they get calm. Presence starts from the inside out.

Every leader has a reputation — a story that follows them. If you didn’t write it intentionally, someone else did.

Right now, somewhere in your organization, there’s a conversation happening about your future. You’re not in the room. The question is: who’s saying your name?

Leaders who get trusted with more aren’t the ones who never have problems. They’re the ones who never let problems become surprises.

She’d built the analytics practice from scratch. Exceeded every number. And her boss barely knew she existed. Not because he didn’t care — because she’d never given him the narrative.

There’s a difference between being a spotlight and being a lighthouse. One swings for attention. The other shines steadily so others can navigate.

At some point you stopped being evaluated on your work and started being evaluated on how people talk about your work. Nobody announces when the rules change.