As leaders, our patience and tolerance are tested more during times of crisis. Even though we have become better accustomed to working in these COVID times, we are still enduring a crisis. Our usual ways of operating have had to change, and we are hunkering down for the long haul.

I often advise new CEOs to become curious about what others are thinking—this helps team members feel engaged and embraced and it will confirm your ability to lead without arrogance.

What I love about this Forbes article is the ‘how to’ advice for being a calming leader during a crisis.

In these unprecedented times, one of the critical things we need to realize is that people are our most critical assets.

Prior to the chaos of COVID-19, our clients would typically say: "This new hire must be based in our headquarters city, 5 days a week”, as a condition for their hiring. This requirement has changed overnight. Now, with virtual leadership being the new normal, the knowledge and foresight for how to guide this new way of operating is critical.

"International Women’s Day” occurs once a year…yet I spend almost every day finding new ways to amplify women leaders.

The question is ‘when are we as women going to face the fact that we need to find the courage to step up and stand up for who we know we truly are and expect the same respect demanded by our male counterparts?’

I love this tip for anyone who gets nervous making a presentation. This change in mindset really works!

The importance of having leaders embrace employees making honest mistakes and supporting them in ‘righting the wrong’ can not be overstated.

Here’s a great tip for anyone who struggles with how to be an inspiring manager. The key here is in taking a breath and pausing before you speak, and then engaging your employee in the solution without fostering a culture of blame.

This is fantastic advice! And it works!! Try it if you are willing to appear vulnerable to your team.

I'm so excited to learn that the global efforts to amplify women leaders are bearing fruit. More of a reason to continue the cause.

Decency Quotient, just like Emotional Intelligence, are the nuanced qualities we test for every time we interview leaders for a new role. We coach leaders how to exhibit both qualities, but it’s even better if these are part of their natural DNA.

‘Hire Leaders for What they Can Do, Not What They Have Done’ is the holy grail of smart recruiting.

Address it head-on by conducting a culture assessment which allows others to be heard and surfaces the potentially harmful behavior. Everyone will thank you.

Do you harbor the desire to work for yourself? You may be closer to that day than you imagined.

Engaging the boss as a trusted partner can often ensure this continued success, as long as there is enough trust between client and boss.

I came across some research done by Columbia Business School on the challenges that CEOs face in building and maintaining their company’s cultures.