As leaders, we want our feedback to matter. We want the time we spend observing, listening, and reflecting to translate into growth for the people we lead.

Last week, I had a powerful coaching conversation with a leader navigating a common tension: How do I communicate expectations when a direct report isn’t meeting them—without it being perceived as micromanaging?

In leadership, we’re often taught to choose a lane — coach or manager, listener or strategist, supporter or decider.

Why strategy stalls when we skip the step that matters most

Leadership is often synonymous with expertise.