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up in an inflated sense of self and their priorities and workloads, forgetting there's more than a head we speak to give feedback, we are speaking to the heart who then connects with and responds with the head particularly we rely on the viewpoints and feedback of a limited few - CEO, a peer, and if you're lucky the Head ✅Deliver feedback that acknowledges how the heart and head might react by being emotionally intelligent

This isn’t easy and takes effort to lean into. But this perspective has you in your head, focused on what to ask next rather than present to the story

We know the fight for talent is continuing, so don’t be afraid to express your sadness at their leaving Think of it this way, when a customer leaves you, what would you do to get them back? it’s a two part approach, some questions asked by their leader at the time of resignation and when leaving

You need a bit of head wind to evolve and grow.

It’s an autopilot response, someone leaves, search the talent market to replace them.

And then we head back to the office and continue to experience pockets of high and low engagement, weak And when we leave the office, we shut off and we stop leading ..... until morning comes.

positive, it’s being aware of when I need to check-in on myself, to recharge and plug those energy leaks

signalling apprehension, a distrust, so I had to dig deep, to challenge my perspective, that it wasn’t bias loaded When leaders struggle to explain their decisions with facts; explanations that leave you wondering what's

As a result, they make more conscious decisions that are likely to lead to greater wins, for the organisation

If I combine this and some of my reading from Daniel Goleman's Primal Leadership, HBR's "The Resonate Team Leader" and a few other blogs, perhaps the below is a good head start?