Leader Hack: Coach Like a Boss

Why Every Modern Leader Must Become a Coach

In today’s agile work environment, organizations can no longer thrive under top-down, command-and-control leadership. Individual contributors and teams want purpose-driven guidance and personalized support that helps them grow. That’s where the leader-as-coach model is making waves. Instead of telling people what to do, coaching leaders inspire, challenge, and enable their teams to think more creatively, take ownership, and achieve greater performance. In student development theory, this was referred to a “challenge and support”.

When practiced well, this style strengthens trust, builds team capacity, and drives sustained productivity — making it one of the most important shifts a leader can embrace.

The Business Case for Coaching

Harvard Business Review (HBR) reports that leaders who embrace a coaching style foster an environment that encourages learning, innovation, and greater engagement. In an HBR article titled “The Leader as Coach,” by Herminia Ibarra and Anne Scoular (2019) researchers highlight that companies cultivating a coaching culture enjoy stronger retention rates and increased resilience through disruption. Moreover, coaching enhances employee self-reliance, freeing leaders to focus on strategic priorities while teams execute more confidently.

When leaders serve as coaches, HBR notes they help “improve performance through continuous learning and enable their teams to navigate challenges independently.” The payoff? More agile teams who grow faster and innovate more fearlessly.

Coaching Increases Trust and Commitment

When leaders take the time to coach, they signal that they trust their team’s potential and value their contributions. Trust — one of the most powerful drivers of performance — deepens as team members experience regular one-on-one guidance, active listening, and personalized feedback.

A leader-as-coach:

  • Cultivates a safe space for open dialogue and diverse viewpoints.
  • Empowers people to make decisions and take calculated risks.
  • Demonstrates authentic interest in people’s career goals and personal aspirations.

That trust pays dividends in team morale. Employees who feel seen and heard are more committed to their work — which ultimately drives performance.

Practical Strategies to Adopt a Coaching Approach

1. Develop Deep Listening Skills

Great coaches listen more than they speak. Slow down. Give team members your full attention. Clarify their points, reflect back their thoughts, and wait before jumping in with solutions.

2. Ask Powerful, Open-Ended Questions

Shift from telling to asking:

  • “What options have you considered so far?”
  • “What outcome would make you most proud?”
  • “How could you approach this differently?”
    This invites your team to take ownership and build creative capacity.
  • “How can I best support you?”

3. Set Clear Expectations and Offer Support

Coaching doesn’t mean leaving people without guidance. Be explicit about goals, deadlines, and parameters. Then make yourself available as a thought partner — someone who helps them brainstorm rather than dictates answers.

4. Provide Constructive Feedback Frequently

Great coaches make feedback a regular, supportive practice. Frame it as a mutual discovery process: “Here’s what I observed. What do you see? What would you do next time?” This co-creates solutions and reinforces a growth mindset.

5. Encourage Reflection and Self-Assessment

Help your team reflect on their decisions and experiences to solidify learning. “What did you take away from this?” “What would you do differently if you had a second chance?” Reflection empowers them to continuously grow.

The Performance Payoff: Greater Productivity, Stronger Results

When you lead as a coach:

  • Teams work smarter and more creatively — reducing dependency on you for every answer.
  • Trust and safety encourage more calculated risk-taking and innovation.
  • Engagement soars because people feel invested in their own success.

That translates into greater team productivity and higher performance. Employees want to rise to the occasion because they know they have your support and your belief in their potential.

Shift from Commanding to Coaching

The most effective leaders recognize that they achieve more by coaching — not commanding. Practiced regularly, this approach not only empowers individuals to grow but also fortifies the team with trust and resilience that fuels long-term success.

Harvard Business Review calls this “the most important capacity-building shift” for leaders. By becoming a coach, you position yourself and your team for sustainable success — achieving results while building people up every step of the way.

For more insights, inspiration, and coaching, follow me on Youtube @PivotOnPurpose and Linkedin at linkedin.com/in/monicamoodymoore.

Unstuck on Purpose: Reclaim Your Passion…Now

“You’re not stuck, your strategizing” but don’t forget to act on your own behalf. I’ve re-released this article with additional insights and experiences from engagements held with business partners, past & current coaching clients, community organizations, peers, and family — many of us get stuck for what may feel like no good reason, but feeling “stuck” gives an opportunity to overcome it. It’s hard(er) to act upon that which we don’t know; accepting the signal of the feeling is really your mind and body’s way of getting your attention. Let’s consider a professional blockage that has you feeling unable to break through or move ahead professionally — what to do under these conditions to move through this moment with clarity, confidence, passion, and purpose.

Step 1: You’re Not Stuck — You’re Strategizing


An unexpected career change or “plateau” isn’t a sign of failure. It’s often a sign that you’ve outgrown your role but haven’t made space for what’s next. You’re doing what you’re good at—not necessarily what you’re meant for now. You’ve deprioritized your own goals while supporting everyone else’s — does this sound familiar?

Reframe it: This isn’t a dead end. It’s a launch pad—but only if you pause long enough to listen to what your career (and life) is trying to tell you. Do yourself a favor and listen to your inner voice. Not that the one that says you can’t before you even get started, but the one that says, let’s try something new.

Step 2: Audit Your Energy, Not Just Your Calendar


Forget your to-do list. Ask: What gives me energy? What drains my energy? That’s your real GPS. No doubt, some people and efforts are more draining than not — identify what robs you of your energy and if it can’t be removed (and not all drainage can go), control for it through a deeper understanding. Book end those efforts or interactions with more of what excites you.

ACTION:
Over the next week, keep a simple “Energy Journal.” After each meeting or major task, ask: “Did that light me up—or wear me down?” At the end of the week, circle the 3 highest-energy moments. Look for patterns. At differently around your greatest passions — prioritize your passion.

Those moments aren’t accidents. They are breadcrumbs—pointing toward what’s next.

Step 3: Reconnect With Your “Why”


Success is not a substitute for purpose. It’s possible to win the race—only to realize you were on the wrong track. Trust me, I’ve won many professional races that weren’t truly my race to run. Reached goals that were outlined by someone else and contributed to their glory while my passion awaited. Be willing to ask yourself why, over and over again to ensure you are moving with your best intention.

ACTION:

  • Write two short reflections (100-250 words each):
  • Work View: What does work represent in your life? Security? Impact? Status?
  • Life View: What do you value most deeply? Where does meaning come from in your life? The things that you value, are those values evident when your profession is considered? Look for alignment between what you value and what you give your time and attention toward.
  • Then ask: Where do these views align—or clash?

Where there’s tension, there’s transformation waiting to happen.

Step 4: Explore 3 Bold Possibilities (Not Just one Safe Path)

If you only consider one path forward, every step feels high-stakes. Instead, sketch three possible futures—without judgment:

Path 1: Grow where you are. How could you expand, deepen, or evolve your current role?
Path 2: Pivot nearby. What adjacent fields or functions excite you?
Path 3: Leap courageously (this one is key). What’s your wild-card dream if fear or money weren’t in the way? I’ve taken this path in my life and lived to tell about it. In fact, the leap wasn’t so scary after all.

ACTION:

  • Choose one path to explore this month.
  • Informally interview someone doing that work.
  • Take a micro-course. Volunteer. Prototype before you pivot.

Step 5: Move From Planning to Progress

The biggest trap mid-career professionals fall into? Overthinking.
Don’t wait for a perfect plan. Momentum beats perfection.

ACTION:

  • Set a 30-day challenge: One goal. One outcome. One commitment.
  • Example: “I will complete informal interviews.”
  • Or: “I’ll publish one LinkedIn post about my interest in X.”

Progress is the antidote to being stuck. Action breeds clarity.

You Are Not Late—You’re Right on Time


You’re not behind. You’re becoming. This season isn’t about a title change. It’s about reclaiming the version of you that still wants more:
More meaning. More alignment. More boldness. More you.

So, let me ask you—What’s one small move you can make today?

Because getting unstuck starts when you stop waiting—and start choosing which way you want to grow.

Share your comments. What has helped you get unstuck in your career? Share this with someone who just needs a nudge. Follow me on LinkedIn at linkedin.com/in/monicamoodymoore and on Youtube @PivotonPurpose for more insights and inspiration and let’s grow together!

Unlocking Innovation: 5 Strategies Every Mid-Career Leader Can Use to Spark Creativity

More than ever, leaders must inspire more than just steady execution—leaders need to incite creativity and innovation at every level in order to thrive. Yet, for many mid-career leaders juggling deadlines, shifting priorities, and team dynamics, fostering innovation can feel like one more “to-do.” The good news? You don’t need to be in a tech startup or hold an “innovation officer” title to make innovation happen. Mid-career leaders across all industries can inspire innovation by intentionally shaping team culture, aligning organizational habits, and setting clear expectations.

Here are five (5) proven strategies for igniting innovation as a mid-career leader in any industry.

1. Redefine What Innovation Means for Your Team

Innovation doesn’t always mean inventing the next big product. Remember Steve Jobs didn’t invent the telephone, camera, computer, or radio but all these features integrated into the iphone we know today. Harvard Business Review emphasizes that most innovation is “incremental”— small improvements that add up to big value over time. Reframe innovation as improving processes, solving customer pain points creatively, or making an existing system better. Mid-career leaders can make innovation feel approachable by encouraging everyday creativity, not just “eureka” moments. In fact, while attending the HERS program for women in higher education, I watched one of the best reflective videos I’ve seen: Everyday Creativity featuring the work of Dewitt Jones.  From this video I learned not to stop at the first right answer – an approach that has further shaped my design-thinking and innovative thinking as a leader in higher education.

Leadership Hack: During team meetings, ask open-ended questions like, “What’s one thing that frustrates you about this process?” or “What could we do to simplify this task?” These questions give everyone a voice and help normalize innovation as part of everyone’s role.

2. Cultivate Psychological Safety

Research by Gallup underscores that teams thrive on trust and psychological safety. Team members need to feel comfortable sharing ideas without fear of ridicule or blame. According to McKinsey, psychologically safe environments make employees up to 3.5x more likely to innovate. I worked for an organization once where few people spoke up – executive leadership couldn’t understand why?  It was painfully clear to me as a new hire that many employees didn’t feel “safe” to speak without ridicule, the fear of getting more work dumped on their plate or getting muted during a Zoom call. Needless to say, this is not the path to psychological safety for leaders that hope to inspire creativity.

As a mid-career leader, you can model psychological safety by actively listening and encouraging diverse viewpoints. Although every idea may not see light of day, all ideas can be heard and deeply considered. If someone’s idea isn’t feasible, treat it as a learning opportunity on how to vet suggestions and keep the brainstorming going.

Leadership Hack: Use “Yes, and…” thinking during brainstorming sessions to build on ideas rather than shutting them down too early.

3. Empower Ownership and Autonomy

People innovate when they feel they have both permission and purpose. Forbes highlights that mid-career leaders can drive innovation by granting team members ownership over projects and allowing them to explore new approaches. It’s a simple but powerful mindset shift: trust people to identify problems and develop solutions.

In practice, this could mean:

  • Delegating end-to-end responsibility for a key process.
  • Giving a team member a small innovation project alongside their regular duties.
  • Encouraging experimentation by allocating a portion of time for innovation initiatives.

When team members feel that innovation is their job too—not just yours—they’re more invested and engaged.

4. Create Learning Loops and Time to Reflect

Busy teams often lack the bandwidth to pause and reflect. However, innovation thrives when teams continuously learn, test, and iterate. According to McKinsey, high-innovation companies dedicate structured time for teams to evaluate what’s working and what isn’t.

As a mid-career leader, you can implement short, regular retrospectives after projects to highlight:

  • What went well
  • What didn’t
  • What could be improved or changed next time

A strategy I’ve used often is the “Next Time” approach.  After an initiative or new approach has been executed, using available data, “next time” what are 1-2 things we can do differently to improve at least 1 data point or objective. This keeps the team looking forward, uses available data and gives an area for continuous improvement.

I also encourage professional development, like cross-training or attending workshops, so team members gain new tools and approaches to inspire innovation. If there are no funds for training, many free webinars, articles and resources exist. Frequently sharing free resources (Webinars, Articles, Podcasts), keep the team learning, inspired and equipped with best in class thinking to support their own ideation.

5. Connect Innovation to Impact

Finally, innovation gains momentum when people understand “why.” Gallup research finds that employees need to see a clear connection between innovation and the company’s mission and purpose to stay motivated. Explain not just the tactical benefits of new ideas but also the big-picture impact on customers, team culture, or long-term growth.

When you highlight the real-world impact of new solutions, you inspire greater commitment—and you make innovation feel like a shared, meaningful mission.

Bottom Line

As a mid-career leader, you don’t need to wait for permission to innovate. By creating a safe, empowering environment and demonstrating that innovation is part of everyone’s job, you inspire your team to look at challenges in new ways. Remember that innovation is rarely one big leap; more often, it’s built through small, consistent actions that add up over time.

Your leadership can be the catalyst for innovation. Start small, recognize contributions as you go, and keep the conversation going by supporting those who are willing to introduce new ideas. Before long, you’ll help foster a truly innovative team culture—no matter your industry.

💡 Ready to take action?

Pick one of the five strategies above and put it into practice this week. Innovation is contagious when leaders like you model it every day. Follow me for more strategies at linkedin.com/in/monicamoodymoore and on Youtube: @PivotOnPurpose

No Fear: 5 Steps to Overcome Fear and Build Your Career

Let’s be honest —fear shows up right before something big is about to happen.

A career pivot. A new leadership role. A bold idea you’ve been quietly nurturing.

And just when you’re ready to make your move… fear whispers:

  • “What if I fail?”
  • “What will people think?”
  • “I’m not ready.”

But here’s the truth: fear is not the enemy — in fact, it might be your greatest advantage. Fear heightens your attention to support action.

Fear Isn’t Always Fact — It’s Often a Story

In professional spaces, fear doesn’t always stem from danger. More often, it’s rooted in uncertainty, limiting beliefs, and inherited doubt — passed down like family heirlooms:

  • “People like us don’t land jobs like that.”
  • “Better to play it safe.”
  • “Don’t take the leap unless you’re 100% sure.”

But what if their story isn’t your story? What if the fear is real… but the threat is not?

What if you’re not unqualified — you’re just unfamiliar with the terrain?

Before you lock into fear and let it have its way with you, experiment with another narrative, first. A narrative that serves you better.

 Reframe Fear: From Stop Sign to Starting Line

Contrary to popular belief, you don’t have to eliminate fear to act. You just need to move with it — not be moved by it. Fear triggers adrenaline, and adrenaline sharpens your senses. When harnessed, it becomes a call to act — not a reason to retreat.

 Try this reframing strategy:

  • Instead of “What if I fail?” → Ask “What if I soar?”
  • Instead of “I’m not ready.” → Say “I’m more prepared than I’ve ever been.”
  • Instead of “Maybe later.” → Choose “Now is the time to design a plan.”

The antidote to fear is not waiting — it’s planning, clarity, and action.

 5 Steps to Turn Fear into Fuel

Here’s how to take back your power and move forward — even when fear is present:

1). Name the Fear — Don’t Numb It

Write it down. Say it out loud. Get specific.

Fear thrives in ambiguity — but loses power when named. Ask: “Have I felt this before? What helped me get through it then?”

2). Run a Reality Check

Separate fact from fiction.

Ask: “What’s the actual risk?” “Have I overcome bigger things before?”

Your past is proof you’re more resilient than you think.

3). Make a Micro-Plan

Break your goal into small, achievable steps.

Even one small win can unlock momentum and quiet the internal doubt.

Remember: Motion builds confidence.

4). Build a Courage Council

Surround yourself with trusted peers, mentors, or sponsors.

They often see our potential more clearly than we do.

Their encouragement becomes your buffer when fear feels loud.

5). Redefine Risk as Growth

Ask not just what you might lose — but what you’ll gain.

Every meaningful move (new job, promotion, career pivot) involves a stretch.

And growth doesn’t happen without the stretch.

You’re the Director — Rewrite the Script

Fear is often just a storyline.

And the best part? You get to rewrite the narrative.

Ask yourself:

  • What story am I telling myself about this next step?
  • Is it true — or just familiar?
  • What new story will empower me to move forward?

You’re not just the main character — you’re the director and your life is your Academy Award winning production.

 Action Beats Anxiety

You don’t have to be fearless. You just have to let your desire outpace your fear.

Courage isn’t the absence of fear — it’s taking the next step anyway.

When in doubt, start small:

  • Send the intro email.
  • Make the call.
  • Sign up for the class.
  • Update your resume.
  • Ask for the feedback.
  • Pitch the idea.
  • Say yes to yourself.
  • Bet on yourself
  • Partner with others doing the same think you desire
  • Just get started with the first step (First things First according to Stephen R. Covey)

At the end of the day, your potential doesn’t live in your comfort zone. It lives just beyond it — on the other side of uncertainty. And fear? It’s not a warning. It’s a signal that what you’re about to do matters. So go ahead — move forward with fear. Just make sure your desire, purpose, and preparation are louder and outpace your fear.

If this post resonated with you, drop a comment or message me directly. Share with a colleague or friend who needs to get unstuck. To pivot on purpose means to pivot beyond your fear.

Pivot on Purpose: Five Keys to an Effective Pivot Strategy

Download

Power to Pivot on Purpose

The power to pivot on demand and with purpose is more possible when combined with an understanding of the essential elements. A purposeful pivot is a bold decision to shape what’s next rather than a response to unexpected change. If change is constant, the act of the “pivot” should be an on-demand feature in your tool kit.

What is an intentional pivot?

It’s an intentional act of leadership, grounded in the belief that your next chapter deserves to be crafted with clarity, courage, and purpose. Pivoting on purpose is about seeing possibility in transition, not merely reacting to discomfort. It’s choosing to move forward—not because you’re forced to, but because you’re ready to build something more meaningful, and more aligned with who you are internally or who you are becoming.

Yes, pivoting requires courage. But courage alone is not enough.

To pivot well, you need vision. You need strategy. You need to act—often before you feel fully prepared. In my own journey—and in the countless conversations I’ve had with professionals navigating change—I’ve seen how powerful it is to pivot with intention and urgency. Because clarity doesn’t always come from contemplation. More often, it comes from activating ideas into a series of actions.

Don’t Wait to Feel Ready—Just Begin

Many of us delay our pivot, waiting for perfect timing or absolute certainty. This doesn’t mean jump out of the next professional window so to speak, but the truth is this: growth doesn’t wait. And the longer we hesitate, the more we risk losing momentum and timing does matter in any journey.

Instead of seeking a flawless plan, take one deliberate step forward. Try the idea. Draft the proposal. Start the class. Each action you take invites clarity and confidence. It’s through our motion that we learn, refine, and expand what’s possible.

Five Attributes of a Purposeful Pivot

Through my work in higher education, business, and executive coaching, I’ve observed five core attributes that distinguish a purpose-driven pivot:

1. Courage – Courage quiets fear, doubt, and the voice that says, “you’re not ready.” It’s not the absence of fear; it’s choosing to pivot anyway. The ideal is to have more desire for the intended outcome, than fear to overcome. My desire generally outpaces my fear on most days, yet this is a practice that requires steady attention and mindfulness.

2. Clarity of Purpose – Define your great intention.  What does “your” success in this area look like on the best day. Be truthful with your intent – there is no one to misguide with this answer other than yourself. Whether it’s greater impact, balance, freedom, or legacy, knowing your north star will help you navigate.

3. Speed to Action – Progress loves momentum. The sooner you act, the sooner you learn what works—and what needs to evolve. Like any inertia, that which is in motion remains in motion unless acted upon by an outside force (and that which is at rest remains at rest).  Get started – get in motion!

4. Strategic Networking – Relationships open doors. Assess your current network and give back as your grow.  Even while in pursuit of your own pivot, you can still help others.  Those who are helpful are more likely to be further supported by others. Cultivate a network of mutual value—where generosity, wisdom, and opportunity flow both ways.

5. Resource Agility – Use everything within your reach. Your experience, personal brand, mentors, and community support systems are all part of your pivot toolkit. Inventory and deploy resources to support your mission while also nurturing those resources.

Building Your Next Chapter: Pivot Strategy

No two pivots look alike, but here’s a practical starting point:

1. Name the Pivot. Get specific about what you’re moving toward. A new industry? Launching a venture? Reclaiming your time? Naming it gives it power.

2. Inventory Your Assets. Reflect on your network, skills, finances, time, and energy. You’re not beginning from scratch—you’re beginning from experience with enthusiasm.  Don’t forget your enthusiasm.

3. Activate Your Network. Don’t just ask for favors. Offer value. Invite collaboration. Ask, “How can we help each other grow?”

4. Pilot Your Pivot. Experiment. Consult part-time. Host a webinar. Start a content series. Build a side project. Let the real world inform your next move but think “realistically” about what is real and what is not.

5. Reinvest in Yourself. Personal growth fuels professional evolution. Whether it’s a new certification, rest, or spiritual grounding—make space to refuel.

Adaptability Is the New Ambition

In a world of accelerating change, adaptability has become a superpower. The most successful professionals aren’t simply reactive—they’re proactive. They seek out the new, stay curious, and build resilience through motion. A pivot on purpose suggests an intentionality to shift gears and build a curated future designed to support your greatest ambition.

If you’re considering a pivot, know this: You are not behind. You are not too late. You are right on time to design the next, best version of your professional journey.

Connect with me on LinkedIn and “let’s get growing” together: linkedin.com/in/monicamoodymoore

Mastering the Art of the Pivot: Strategies for Success in 2024

Essential Lessons for Emerging Higher Ed Leaders

by Dr. Monica Moody Moore,

Founder, High-Aspirations

In today’s dynamic higher education environment, the ability to pivot gracefully in response to new challenges and opportunities is crucial for advancing in leadership. Transitions can be daunting, whether you’re moving to a new role, a new institution, or adapting to the latest professional trends. Drawing upon my extensive engagement with higher ed leaders from various institutions and my personal and professional experience, here are four key strategies to help emerging higher education leaders navigate career transitions more effectively.

Embrace Change with Confidence and Curiosity

Life Lesson: Change is inevitable; growth is optional. (John Maxwell, 2021)

Change can be unsettling but it is also an opportunity for growth and development. As higher education leaders, embracing change with confidence is beneficial, yet that confidence can sometimes diminish curiosity. Be assured of your ability to craft a new path forward, but remain curious about how you arrived in your current situation and what knowledge, skills, and abilities you need for the path ahead. Continually ask yourself deep and often difficult questions to improve your prospects for the future. Whether you are the direct cause for the need for the pivot or if the need to pivot has been cast upon you, secure your mask first (so to speak) and build inner confidence before racing too fast.

Personal Key Questions:

– What did I learn or realize that I hadn’t understood before?

– Moving into the next opportunity, what thoughts and behaviors will I keep top of mind?

While environments can vary, leaders sometimes use the same playbook regardless of the situation. Be sure to pivot your thoughts and behaviors, not just your environment. Mindset matters greatly when approaching change.

Practical Tip:

Develop a growth mindset by viewing challenges as opportunities to learn and grow. Conduct real-time reviews of critical situations, including what’s working well, what needs more support, and where communication and trust are strong or failing. Encourage your team to do the same by fostering a culture of communication, continuous improvement and innovation. Attend workshops, engage in professional development, and stay abreast of industry trends to stay ahead of the curve. Many valuable free opportunities, such as webinars and social media postings, can provide insights relevant to higher ed.

Leverage Your Network

Life Lesson: Relationship-currency matters

Relationship building is a continuous process requiring ongoing attention and effort. The depth of professional relationships is not equal, and leaders can sometimes misperceive their strength. In any transition, the strength of your professional network can be a game-changer. Building and maintaining relationships with colleagues, mentors, and industry peers provides support, guidance, and potential opportunities during times of change.

Practical Tip:

Make a conscious effort to cultivate and expand your network. Conduct periodic reviews of your network to assess the status of your relationships. Consider how you can leverage relationships with external partners, supervisors, colleagues, and staff. Maintain connections with professional contacts by engaging with them during “off-need” times. Use social media platforms like LinkedIn to stay connected and share insights. Remember, it’s not just about what you know but also who you know and who knows you well.

Develop a Pivot Palate

Life Lesson: The only constant is change

The saying goes, “If you stay ready, you won’t have to get ready.” Remaining alert to shift and transition as needed is a skill. Before a star athlete pivots on the court, work has already been done to form better physical and mental conditioning. Condition yourself to embrace change as an opportunity, not a curse. Staying abreast of shifting trends and opportunities in higher ed can support this effort. Viewing higher ed as an ecosystem with various entities can provide insights and opportunities.

Practical Tip:

Assess your current skill set and determine areas to strengthen. Reflect on your personal and professional values regularly to ensure any change faced aligns with these values. This alignment supports overall pivot satisfaction.

Courage is Key

Life Lesson: Courage counts in times of change.

A professional pivot can conjure fear associated with the unknown. There is power in pushing through change with courage, which strengthens over time with more familiarity and experience. Courage is not automatic and requires an open inventory of what frightens you and a commitment to address it. For example, those fearful of layoffs can strive to remain current on skills, keep their network active, and add documented value within their institution.

Practical Tip:

Rather than overthinking, engage your heart. Replace fear with your greatest desire. This paradigm shift can help you move beyond paralysis and tap into what motivates you for the future.

Best Practices for a Career Pivot in Higher Education for Emerging Leaders

  • Conduct a Self-Assessment:

   Take stock of your skills, strengths, and areas for development. Identify what you enjoy most about your current role and what you seek in a new opportunity. Address gaps in your abilities head-on.

  • Update Your Professional Profile:

   Ensure your resume, LinkedIn profile, and other professional documents reflect your most recent achievements and experiences. Highlight transferable skills that demonstrate your ability to excel in a new role. Consider getting a new professional headshot if needed.

  • Seek Mentorship and Guidance:

   Connect with mentors who can provide valuable insights and advice. Both mentorship and sponsorship are advantageous for career pivots. Want to know the difference between a mentor and a sponsor: Difference between a mentor and a sponsor.

  • Explore Opportunities:

   Look for roles that align with your career goals and values. Consider lateral moves, interim positions, or consulting roles to gain new experiences. If the pivot requires a lower salary or less expansive portfolio, carefully review the trade-offs.

  • Prioritize Self-Care:

   Transitions can be stressful, so it’s important to take care of your physical and mental well-being. Establish a routine that includes regular exercise, healthy eating, and time for relaxation and reflection.

Conclusion

Higher education offers numerous opportunities to build and learn anew. Careers need not stagnate regardless of obstacles or opposition. Successfully navigating career transitions in higher education requires confidence, courage, curiosity, a strong network, and a readiness for change. By embracing a change mindset, leveraging relationships, and applying courage, you can lead yourself and your institution through transitions with grace and effectiveness. Remember, every transition is an opportunity to learn, grow, and make a meaningful impact in the ever-evolving landscape of higher education. Pivot on…

4 “I” Statements that Changed My Life

I speak often to CEO’s, working professionals, college students, and those in transition to assist them in their journey toward “becoming” the next version of themselves.  I’m frequently asked about defining moments that best illustrate turning points, catapults, and potential political situations at work that may have derailed my career if I hadn’t applied finesse or a higher degree of consideration to what was beneath the surface.  To better answer their questions, I began to reflect on the common denominators of some of my life’s most critical questions.  I found these simple, yet complex, statements have, over time, aided in my ability to create the life I most desired — all with a deep understanding that life will ebb and flow.  While I remain a work in progress for sure and “transition” in some form or fashion is a natural occurrence, I share my experiences in hopes of uplifting those currently experiencing transitions in their own career/life.  My life-changing (and potentially lifesaving) statements build upon the following sentiments: I believe, I can, I will, and I have. While not all statements saved my life, they all have changed my life in notable ways.

I believe… that we will win

“I” statement number 1: I believe firmly in “centering thoughts”.  To me, centering thoughts are conscience thoughts that return us to equilibrium. I found, equilibrium is achieved when my thoughts, beliefs, actions, and intentions are aligned, and I feel most connected with my soul.  I know these are deep concepts, and I encourage you to do some of your own “inner work” to see if this thinking resonates with you.  I came to understand early on that what I thought (or believed) impacted how I interacted with the world.  If I thought the world was against me, my response to it and posture within it corresponded with that belief.  If I believed there is a cycle to life and we are not stuck in one season or experience, that too inspired different actions. I discovered what I believe impacts the lens through which I see the world.  For example, if I believe my partner is giving his all, I am more inclined to accept his efforts and forgive deficiencies. If I believe that “we” will win, I’ll pour efforts into ensuring that outcome.

Similarly, if I believe supervisors are supportive of me and my contributions, I am more likely to give more within the work environment.  Over time, it became more important for me to derive my beliefs from evidence, experience, and investigation rather than accepting the beliefs of others as my own without inquiry.  What I believe directs what I do.  Because of this directional pull, it’s critically important for me to know what I believe (and why) at all times (or at least as much as possible). What I have come to believe has ultimately saved my life. Without first believing I could overcome the odds, my chances of overcoming them were minimized. Once I believed I had power to direct my mental state and intentions, evidence followed.

I also came to a clear understanding that my success was less of an “I” intention and more of a “we” commitment. I believe in the “power of we over me” — a phrase I’ve often heard from Dr. Michael Sorrell, President of Paul Quinn College and I believe it.

What thoughts do you believe that are contributing to or withholding you from your ultimate success?

I will

“I” statement number 2: I will finish what I started.  For years, the cloud of not finishing my doctorate hovered over my head.  I first began my doctoral studies in 1996 at the University of Maryland, College Park.  I fell into the opportunity and undertook doctoral study at the time because it was an option available to me rather than a burning desire.  Because my will was weak at that time, for one reason or another, my focus followed the same path.  I was all over the place and painfully distracted.  While I enjoyed doctoral study immensely, I was raising a family and performing in a fast-paced work environment with a lot of travel and unable to focus deeply on the dissertation.  My peers graduated (or not) and left me in their dust.  I soon realized something had to give, and the first to go was my doctoral work. After all, my kids/family, and work still needed my time and attention.  The good news is that I ultimately earned my doctorate at the University of Pennsylvania in 2014 – yes, many, many years after I began in 1996, but, unlike so many others, I did finish and earned distinction on my doctoral defense. 

I discovered that my greatest deficiency back then was my attitude toward finishing – not my aptitude.  I had to make doctoral study more of a priority and not an afterthought.  A dissertation is not something that can be achieved with partial will – I had to be “all in”.    The day I said in no uncertain terms I will complete my doctoral degree was the day that my self- efficacy met my ability and pure passion to finish. I knew then, nothing short of death would prevent me from earning the credential!  I thought, I will finish or die trying – this was my state of mind. As a result, I am now Dr. Monica Moody Moore. 

So, what will you start in 2025?  What will you finish in 2025 keeping in mind that some undertakings will require more time? I encourage you to create your own “I will” affirmation(s) for the remainder of 2025.

I can

“I” statement number 3:  I can handle the big job.  Professionally, I have achieved success by taking on the big jobs and tasks that were either messy or less desirable because of visibility, stress, or probability of success.   I believe that big risks can equal big rewards (and sometimes big failures).  To be honest, some of my willingness to take on “the big job” is mere personality.  Call it confidence or craziness, but I have these genes if they exist.  I raise my hand often and wonder what inner spirit has compelled me to step forward.  Yes, taking on the big job is scary, and sometimes things don’t go according to plan. However, I believe I can put forward the effort, learn new approaches, adapt to situations, create new ideas, inspire teams and people, and manage my own emotions.  From where did this belief first stem?  Coming from a “hard knock life” can create a sink or swim paradigm.  But what made me ever think I could swim in the first place?  I didn’t have a lot of success stories in my inner circle. The reality is that I didn’t know or think I could swim in my earlier professional days. I knew I could try and was willing to exert all moral possibilities to simply survive.  That said, the “I can” statement really began as an “I can try” statement, e.g., I can try to take a stab at leadership.  I can try to start my own business.  I can try to take on the big job. 

So, what can you try to do today to start your journey?

I have

“I” statement number 4: I have all that I need.  The greatest fulfillment of my purpose came as the result of the “I have” statements I gathered along the way. 

I have a role to play.

I have much to contribute.

I have all that I need.

I was never committed to be a bystander in life.  I want to be in the game and playing in the starting line-up.  This mindset has compelled me to often search for positive ways to contribute and add value.  Never seeking to be the problem but rather the solution, I had to take inventory of the “what do I have to offer” resources in my toolkit.  From this inquiry came a resourcefulness to look to what I have rather than what I don’t possess.  To keep stock of my inventory of resources, I became keenly aware of how I was using my resources and to what benefit.

Lastly, I liberated myself with this one centering statement:  I have all that I need.  Trust me, this isn’t an absolute statement, and yes there are always desires; but I know I truly have all that is necessary to live in this world.  We are often on a quest to acquire, build, and achieve more and more regardless of the levels attained.  I, too, seek growth and development; yet, I realize that simplicity is all I truly need.  Seeing my cup as one that “runneth” over as opposed to one that is empty or half full has freed my mind and soul to accept what life brings and contribute more for the good of the order and others, than for my own fulfillment.

So, now that you have so much, what do you have to give? 

One year and four heart-filled life lessons

A year ago, I left a very secure senior level position at a prestigious institution in a competitive, highly sought-after market. In 2018, I started a more challenging position reporting to the President at an institution that many had never heard of despite its U.S. News Ranking.  What on earth was I thinking I am sure some inquired?  How could I walk away from such security for the uncertainty of a new state, a challenging role that had seen its share of past leaders and troubles, and, not to mention, leaving my husband of 23 years in my home state to travel North!

Well, let’s say I don’t scare easily. But I experienced more anxiety over my recent career decision than anticipated. I knew it was a risky move.  Everything from the reporting line directly to the President and the recent organizational history to the lofty goals established during a time of turmoil in higher education, it all wreaked of optimal risk. Yet, I knew that to really live I had to risk the possibility of considerable discomfort and maybe even failure.  I knew I had the abilities to perform well in the role, but did I have the heart to build again at a much smaller institution where relationships reign supreme but the rules aren’t fully articulated?  What I learned in a single year has given me 4 heart-filled lessons that will last a lifetime.

Scary isn’t so scary

I’m convinced that we convince ourselves that  monsters exist under the bed (or in the supply room closet at work).  While there are landmines and pitfalls in life for sure, most often, the fear of the unknown leads automatically to less than favorable thoughts.  Few people think, “What if I’m wonderful in the role?” or “What if I exceed expectations?”  Instead, our minds go to thoughts of, “What if I hate it?”  “What if it doesn’t work out?” The truth is, we don’t know how our professional moves will go ultimately or if it will all work out as beautifully as envisioned. But in the absence of real data to the contrary, giving the worst-case scenario prime real estate in our minds  minimizes the potential effect of a growth mindset.  I encourage you to consider the work of Carol Dweck (2006) in her book, “Mindset:  The New Psychology of Success” to learn more about the growth mindset idea (the belief that we can get smarter) and its linkages to achievement and resilience.   

In the past year, I learned that scary isn’t so scary after all.  The scariest point is deciding to take the leap.  For me, what followed afterward was a laser-like focus on what I needed to learn to be successful; who  I needed to meet along this journey; how  I could inspire others to live their most daring life.  My mantra became, “What would I do if I wasn’t afraid?”  This question alone provided freedom to explore even more possibilities.  The question emboldened me to meet and engage new people in deep, meaningful ways.  Since I know now that scary isn’t so scary after all, I can look the “boogeyman” square in the face and keep moving along.  Ultimately, my desire to not limit myself, conquered my fear in the end.

Leadership requires love

Yes, leadership requires love. But before you think I’ve shifted into writing a romance novel, let me put the statement into context.  Love has varying types and forms and yes, there is a type of love that is appropriate for the office.  I heard the president of Paul Quinn College, Dr. Michael Sorrell, say, “You can’t lead people you don’t love.”  While I don’t know if he said it first, I think he’s on to something.  I love my work for sure, but showing love for the people who do the work is important too.  Love for the people requires an investment in learning their dreams, challenges, abilities, deficiencies and providing them a voice.  The lived experience at work is more than a concept; it is the day-to-day narrative of how people experience their environment on the job.  What I thought was showing love translated mostly into pushing for results – the two are not the same.  As a leader, showing “love” can take on many forms, but it is often illustrated by genuine care for one’s overall well-being and such reflection of care may not be directly related to the overall goals at all. While some don’t want their leaders to pry into their lives, most do want to believe their lives matter to their supervisor/manager.  I learned I had to slow down enough to show love!  This type of one-to-one relating on a human level takes time, energy, patience, and of course, a willingness to relate deeply.  In the scheme of all the work that needed to be done, I learned that showing love to the team, at times above or parallel to the urgency of the work that needed to be done, increased the likelihood for results.  Showing love for the team as the leader is not a weakness, it’s a superpower!

Authentic leadership matters

I can’t imagine doing a herculean role cloaked in someone else’s armor – I would have to bring my whole self to the position. The team I led this past year was so homogenous that I stood out visibly and surely from day one.  However, I believe that my difference within the team was among one of my strengths on the team.  I opted not to camouflage my tendencies for candor in hopes of creating a more transparent organization. What I learned this past year is that I owe it to myself and my team to show up as my full self every day.  I was willing to forgo popularity as a leader, in search of truth and authenticity.  Leading from an authentic place isn’t always easy but it’s essential.

The beauty of grace

You may remember Michelle Obama’s statement: “When they go low, we go high.”  I’ve reflected on that line recently and wondered if I would take the high road if faced with less ideal circumstances.  In fact, I found showing grace in challenging times provided more opportunity to influence the outcome. The potential for loss and regret seem to multiply when emotions get the best of us and we lose perspective.  The beauty of grace is that it has a long shelf life (grace does not expire), grace can be transferred to those who are willing to mirror such traits and demonstrating grace has the potential to recalibrate the situation.  In short, a little grace can go a long way in achieving the ultimate in success: peace of mind.

What’s next

Because I’m a life-long learner, I will set on a new adventure to both contribute positively, and grow. I’ve found it is important to take inventory of all life experiences and extract the essential nutrients. The aforementioned themes represent big categories of reflection for me this past year.  I encourage you to think of your own life lessons:

1).  What would you do if you weren’t afraid?

2).  What is a life lesson you have learned from work over the past year?

3). What is your super power?

4).  Describe a time you demonstrated grace in the face of difficulty?

3 Reasons Why (Some) Women Derail in Higher Education and How to Avoid It

Higher education is perceived by some as the great equalizer.  Certainly, the benefits of possessing a college degree are many and more women today are attending college (and graduating).  Additionally, many women are drawn to work in higher education. However, senior leadership positions in higher education are still heavily resourced by men.  According to the American Council on Education (ACE) (2017), only 30 percent of college presidents are women and a mere 5% of college presidents are under-represented women.  Well before the presidency, some women are faced with options and opportunities for advancement within the Academy.  Although some women opt out of professional advancement for personal reasons, others may be derailed from advancing without intent or knowledge. Below are 3 reasons why (some) women derail in higher education and strategies for avoiding  pitfalls.

Performance is necessary but not sufficient

Keeping your head down and solely performing well is not enough.  The winners’ circle is full of those who perform at some level.  Women in higher education who aspire for senior leadership must perform with finesse, consistency and with a degree of visibility to ascend.  The word “finesse” is carefully chosen to make the point – there is a degree of adroit and artful management that is required for optimal success. Women must understand the art of building relationships while performing.  While some may say this is not unique to women, the consequences of a lack of finesse or failure to build relationships can be more severe for women.  In many situations, the benefit-of-the-doubt or the additional chance model does not confer to women the same way  for men.

Consistency is also key.  As a woman, your professional passport will be checked at multiple checkpoints. In essence, last year’s success may not necessarily carry over.  Some may look for context clues that you are out of your element or not prepared for the senior level work.  Because the scrutiny is heightened, the consistency on performance must also be elevated.  Demonstrating performance consistently is critical.  Again, this isn’t unique to women, but the risk of poor performance is often a blemish that does not heal in many institutions for women leaders.  In higher education, I’ve seen men get a pass for something that women are faulted for excessively – it’s not right, but understand it does happen.

Perhaps the biggest pitfall is the “don’t look at me” mindset.  When a staff member once commented that I had altered my color palate in my clothing, I knew for sure I was visible.  Women who aspire to lead, but hope to do it without anyone knowing they are leading, may be further challenged. Do not take this as permission to hog the spotlight – it isn’t.  However, women can stand to get more comfortable with being visible and having their work on display.  Often times in higher education, the work may be collaborative and there should be ample credit given to all involved.  Trying too hard to duck the spotlight may not be ideal either.  The point is to be comfortable with being seen and heard.  Women leaders should  anticipate being visible and having their work product scrutinized and assessed.  Yes, no one is above scrutiny.  The difference often occurs with the aftermath of the scrutiny or the penalty assigned if any.  While administrators don’t undergo the same peer-review as faculty, women administrators are informally reviewed by peers all the time.  It’s best to use visibility to your benefit than to your demise.

Don’t go it alone: Relationships matter

Relationships matter and women can benefit from more informal relationships and creating relationships with intentionality.  Many women underestimate the power of the golf outing  or other bonding experiences that form informal connections. Social and informal connections are very important to  establishing a 360 view of the leader.  Many organizations want to see the leader in multiple settings.  Although women may be perceived as highly relational, using relationships with intentionality may be outside of the scope of understanding for some.  Knowing how someone is connected to another, and how these subgroups overlap or intersect is helpful knowledge.  Allowing the team to see you as a woman leader in casual and informal settings creates greater familiarity. Instead of swinging by the social hour briefly, committing time to connecting on a personal level with colleagues can be very valuable.  Take time to know the people at your institution (in your unit and beyond), how the people connect to each other, and how best to connect with them.

Perfection is not your friend

Lose the perfectionism.  Surely, that sounds odd to state, but there is a helpful truth here.  In reality, perfection doesn’t exist as a constant.  Maybe you earned a perfect SAT score or was perfect in your pitch for new business, but perfectionism is not your friend. Those who seek perfection are often too afraid to not be perfect and this can stagnate.  Perfectionism also conjures up anxiety and can often compromise performance. This is not a strike at excellence.  We all want to perform well and maintain a level of excellence.  What’s helpful to keep in mind is that you can be excellent and not be perfect.  Perfection is not your friend and  excellence makes for a great companion.