Leadership During Times Of Prolonged Uncertainty - part #4

Reduce Your Cognitive Load

Nevertheless, there are days at work when we are overwhelmed by the magnitude and number of problems and issues that come at us hour by hour. On these days our entire bandwidth is full, and still people and problems keep showing up at our doorstep. Decision fatigue, cognitive overload, and problem solving exhaustion are real. Furthermore, attention fatigue, the constant hyper-vigilance that comes from monitoring everything and everyone, is also real. 

Marshall  Goldsmith in his book, Triggers: Creating Behavior That Lasts - Becoming the Person You Want to Be (Crown Business, 2015), writes: “The social psychologist Roy F. Baumeister coined the term ego depletion in the 1990’s … He contended that we possess a limited conceptual resource called ego strength, which is depleted through the day by various efforts at self-regulation - resisting temptations, making trade-offs, inhibiting our desires, controlling our thoughts and statements, adhering to other people’s rules…. People in this state, said Baumeister, are ego depleted.” 

For leaders, I would translate ego depletion into decision and attention fatigue. When we act from this place, we typically default to two courses of action. First, we make careless choices or, second, we surrender to the status quo and do nothing. Now, it is one thing to engage in depleting activities, but there’s another dimension to this problem, namely how we behave under the influence of depletion. As Goldsmith points out, “Doing things that deplete us is not the same as doing things when we’re depleted. The former is cause, the latter effect.” So, rather than default to these choices, we need to find new solutions to these persistent problems. 

One solution is to reduce our cognitive load. Gary Keller with Jay Papasan in the book, The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results (Bard Press, 2012), point out that in the world of decision-making, some processes and systems are automatic rather than controlled. For example, 6 + 6 = 12. Once we have learned basic math, the answer is achieved with little or no mental exertion. This is an example of automatic decision-making. On the other hand, if we are presented with a more complex mathematical problem, this will require us to engage in controlled decision-making, where something takes greater effort and requires us to go through a series of steps before a conclusion or answer is achieved. The goal then is to move more things into the world of automatic decision-making. 

As a small business owner, I have experienced cognitive overload and decision fatigue. When this has happened, I had to leverage more automatic decision-making. As a result, all computer problems, website choices, printing needs, business travel decisions, and business taxes were handled by other people. While I know this reduced my company’s profitability on one level, and that I more likely could have done all or some of these things myself, I came to understand that when I was focused on doing this level of work, I was not focused on serving my clients in a timely and effective manner. As an Russian proverb states, “If you chase two rabbits, you will not catch either one.” So, in order to build on my strengths and talents plus reduce my cognitive load, I focused on doing more controlled decision-making. As Keller wrote, “What’s the ONE Thing you can do this week such that by doing it everything else would be easier or unnecessary?” My answer was to build collaborative relationships with other people so I could build on their strengths, and do what I did best and what I was passionate about doing in the long run. And this made a world of difference. 

Tell More Stories

There is one more element to coping with prolonged uncertainty that few people choose, namely to tell more stories about resilience, adaptability, and transformation. I think most people don’t make this choice, because they feel powerless in the midst of uncertainty, and are unable to cope with the intensity that comes with uncertainty. Still, I believe it is time to tell our stories, but, also, to listen to the stories that others have to tell. 

What we forget when we feel stressed and overwhelmed is that people are profoundly shaped by past experiences. As I have often pointed out, the past, on one level, is prologue. It not only shapes our lives, but routinely generates our unconscious default choices and actions. 

Furthermore, our past has the potential to be the foundation from which we build a new beginning. Or our past can be a burden that needs to be released in order that we can create a new way of living and working. Either way, our past is part of our current journey.

So, when we choose to tell our stories about these past experiences, we have the opportunity to gain new insights and fresh perspective. We also can share the lessons learned from these past experiences. And as a result, these stories can shape other peoples’ perspective and understanding as much as if they had lived these past experiences themselves. 

Still, many people do not know which stories to share. For the answer to this good question, I turn to the work of Marcus Buckingham and Ashley Goodall, and their book,  Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press, 2019). They share three excellent questions that, from my perspective, are a good starting place during a time of prolonged uncertainty. Here are the three questions: “When you had a problem like this in the past, what did you do that worked? What do you already know you need to do? What do you already know works in this situation?”. Each questions helps us approach this complex and dynamic period from various angles, taking us from past experiences to current choices. As the poet Mark Nepo reminds us: “The deeper purpose of memory is not just to preserve the past but to care for things that have mattered until they can come alive again.” And surely, given current events, we need to care for things that have mattered until they can come alive again. 

© Geery Howe 2026

Geery Howe, M.A. Executive Coach in Leadership, Strategic Planning, and Organizational Change

Leadership During Times Of Prolonged Uncertainty - part #3

Become A Better Person

When I was actively teaching young leaders about leadership and organizational change, I would often tell my students that in order to become a better leader, you first had to become a better person. This often surprised them. They were focused on improving their positional leadership competencies, and getting things done. I, on the other hand, was focused on them becoming better people. They were focused on the job. I was focused on their life and the job. Because, as I have learned, when we change people’s lives at work, we are also changing their experiences at home. The same is true when we change their life at home, it also impacts their work life. So, becoming a better person is the foundation for becoming a better leader. 

This all became clear to me during a lunch meeting when a young leader shared with me that she was overwhelmed, and starting to burn out from the endless stream of operational details bombarding her every day. As a result of her decision fatigue, she was becoming anxious, worried, and frustrated on a regular basis. I remember her telling me, “if this is leadership, it sucks.”

She then asked me an interesting question: “Should I apply for a new job?” I have been asked this question many times as an executive coach, and I have always answered this question with a question: “Will this make you a better person, mother, daughter, sister, or wife?” On this particular day, she stopped talking, looked out the window of the restaurant, and was silent for a long time. 

Once she had turned back to me, I continued, “Once you have the ‘new’ job, what will your whole life be like?” Her description was scattered. I understood completely. I had been there once myself.

Many years before that day, I was invited to speak at a large, multi-day regional conference. Given I was one of the speakers, I got to attend all the other workshops for free. So, having looked through the conference workshop booklet, I decided to attend a workshop on planning, an area that interested me and something I did on a regular basis. 

Once we were seated, the presenter asked us one simple question: “What will your life be like when you turn 40, 50, or 60?” I sat there in my chair and was stumped. I hadn’t a clue. At the time, I was in my mid-30’s, and being 40 seemed like a very distant future from where I was on that day. 

She then asked us another question: “What do you want your life to be like when you turn 40, 50, or 60?” Again, I couldn’t answer the question. I was mostly focused on getting through the day, and my upcoming workshop at this big event. She then gave us the following categories, work, family, and personal, to help us begin to find the answers to these two important questions. What I realized was that I needed a picture, an anchor in the future by which I could pull myself through the current challenges before me. I also needed a sense of purpose and a plan in order to move forward based on clarity rather than reactivity. 

Jim Collins writes, “Indeed, the great paradox of change is that the organizations that best adapt to a changing world first and foremost know what should not change; they have a fixed anchor of guiding principles around which they can more easily change everything else.” It is the same when dealing with prolonged uncertainty and critically important when choosing to become a better person over time. We need to clarify those guiding principles, i.e. that fixed anchor around which we build our lives. 

Since this experience, I have routinely sat down and reflected on what I have wanted my life to be like when I have crossed a major ten year date, e.g. 50, 60, etc.  I also have activated my “kitchen table cabinet,” my circle of mentors, advisor, allies and confidents, to help me in this process. I know I have many more miles to go in my life journey, and I know that my intent and focus play a big part of my dealing with the challenges before me. 

Tasha Eurich in her book, Shatterproof: How to Thrive in a World of Constant Chaos (And why resilience alone isn’t enough) (Little, Brown Spark, 2025), which is a wonderful resource on so many levels, notes something very important about living and working in constant chaos, a common experience during prolonged uncertainty. She focuses on three things to help us thrive: “The first three-to-thrive need is confidence: the belief that we’re effective in our actions, capable of achieving our goals, and able to grow and learn new things…. The second three-to-thrive need is choice, means feeling free to function without pressure or threat, acting with agency and integrity, staying true to ourselves…. The final need is connection, the sense that we belong, get along with others, and experience mutual closeness and support.” As she continues, “Fundamentally, confidence keep us growing, choice keeps us authentic, and connection keeps us together.”

When I think about leaders becoming better people in order to become better leaders, all three of these elements are critically important, namely confidence, choice and connection. As we create plans to become better people, these three things need to become part of the plan. For when I have met leaders who are able to lead effectively in the midst of prolonged uncertainty, they all role model a healthy level of confidence, the capacity to consider different choices and the ability to make good choices, and the feeling of mutual closeness and support from the key people at work and at home. As Eurich reminds us, “When you get better, everyone benefits.” And this is the strong inner foundation for the hard, external work that needs to be done.

Rediscover Your Internal Strength

These same leaders also do one other thing, namely they separate their role from their definition of self. Typically at work, this starts by sitting down with their supervisor and clarifying their role and their responsibilities plus their expectations and their goals.  However, there is another element to this process which is more challenging. As Ron Heiftz, Alexander Grashow, and Marty Linsky in their book, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (Harvard Business Press, 2009) explains, “Whatever role you are playing at any one time, that role does not represent all of who you are, even if it feels that way.” We forget that our work role is only a part of us. We, as a person, are greater than our jobs. 

As the above authors continue, “When you make a distinction between the roles you play and yourself, you gain the emotional strength to ignore personal attacks your opponents hope will stymie your initiative…. though an attack may feel personal (and be intended as personal), it is not a statement about your character or your worth as a human being. It is a strategy and an attempt to manipulate you.” This is a common problem during times of prolonged uncertainty. People want you, as the leader, to assert control, order, and predictability even though, in most circumstances of this nature, that is not possible, or actually a smart choice. 

Instead, I believe there is a wiser choice, namely we need to further develop our non-work identities. This is because when we solely define ourselves by our work, we loose that “fixed anchor of guiding principles,” which we will give us the capacity to adapt to complexity and uncertainty. 

Many years, I spoke at banking conference in Oklahoma. The CEO, who was going to introduce me after the meal, had me sit with him, his wife, and his team. Over the course of the meal, he asked me a lot of questions: Who was your father?, Your mother?, Siblings?, Are you married?, Your wife’s name?, Your children’s name?, etc. When it came time to introduce me as the keynote speaker, he started by talking about my being a son and a brother, a husband and a father. At the end of my introduction, he shared that I was a consultant, executive coach and trainer in the fields of leadership, strategic planning and organizational change. This was a very moving experience for me. 

Erin Reid and Lakshmi Ramarajan in their article called “Managing The High Intensity Workplace” in the June 2016 issue of the Harvard Business Review, write: “People in leadership positions can avoid the fragility that results from blind acceptance of ideal-workers by deliberately cultivating their own non-work identities: a civic self, an athletic self, a family-oriented self.” By developing a “multifaceted identity,” we strengthen our ability to tolerate challenging times and to create realistic and healthy expectations for ourselves and others. In short, when we live a life defined by more than our work role, we create a life that has greater levels of meaning, perspective, and purpose.

© Geery Howe 2026

Geery Howe, M.A. Executive Coach in Leadership, Strategic Planning, and Organizational Change

Leadership During Times Of Prolonged Uncertainty - part #2

Remember The Stockdale Paradox

As we seek this deeper wisdom within paradoxes, we also need to remember The Stockade Paradox. Jim Collins writes about this paradox in his book, Good to Great: Why Some Companies Make the Leap. . . and Others Don't (HarperBusiness, 2001). The paradox originated from Navy Vice Admiral, James Stockade’s experiences as a POW during the Vietnam War, where he survived years of torture and deprivation by balancing his harsh and painful reality with a strong belief in a better future. As Collins explains, this paradox is based on the ability to “retain absolute faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time confront the most brutal facts of your current reality, whatever they might be.” 

By combining a realistic acceptance of our current challenges, i.e. working within a VUCA environment, with a stedfast and optimistic outlook, i.e. we can, and we will over time prevail in the midst of this prolonged uncertainty, we can, and we will generate successful outcomes. In short, by holding two contradictory truths at the same time, and with regular coaching and support, leaders can get better at leading in the midst of these challenges. 

Still, we need to remember one other key point from the aforementioned book. As Collins writes, “Good is the enemy of great.” Right now, many leaders and managers can, to a degree, embrace The Stockdale Paradox, but when it comes to the point that they need to make a decision, I often hear them defer to a that’s good enough mentality. This is a major problem when dealing with prolonged uncertainty. It often reflects decision fatigue, cognitive overload, and a touch of just wanting to give up and go with the path of least resistance. 

I can not fault leaders who choose this path. That would be an example of grit gaslighting. As Tasha Eurich in her book, Shatterproof: How to Thrive in a World of Constant Chaos (And why resilience alone isn’t enough) (Little, Brown Spark, 2025), explains: “… grit gaslighting, a common phenomena, where, instead of validating our stress or distress, our commitment to coping with it is questioned. Often, grit gaslighting comes from people in positions of authority or well-meaning but unaware family and friends.” I have met many people who are deeply committed to the work they are doing, and completely overwhelmed and exhausted by the complexity and uncertainty that surrounds them. To solve this problem in the world of leadership, we need to approach this as a team problem, not just an individual effort problem. 

Surround Yourself With The Right People

Patrick Lencioni in his book, The Four Obsessions of an Extraordinary Executive (Jossey-Bass, 2000), writes about the importance of building and maintaining a cohesive leadership team. As he notes, “cohesive teams build trust, eliminate politics and increase efficiency by knowing one another's unique strengths and weaknesses,  openly engaging in constructive ideological conflict, holding one another accountable for behaviors and actions, [and] committing to group decisions.” In this kind of team environment, grit gaslighting would not be permissible or accepted. Instead, there would be open and engaging discussions about what are, and what are not acceptable, behavioral choices.

But, upon reflection, I think leaders jump too quickly to a focus on improving teamwork during prolonged uncertainty, and miss a key point of Lencioni’s work, namely to build the team, not just improve or maintain the team. The focus on building the team is often skipped over in the rush to get things done. 

Martine Haas and Mark Mortensen in their article called “The Secrets of Great Teamwork” from the June 2016 issue of the Harvard Business Review, writes, “Today’s teams are different from the teams of the past: They’re far more diverse, dispersed, digital, and dynamic (with frequent changes in membership).” From my perspective, given this important insight, we need to make sure we have “the right people in the right seats on the bus,” referencing the work of Jim Collins in his book, Good to Great: Why Some Companies Make the Leap. . . and Others Don't (HarperBusiness, 2001). 

The difficulty of this metaphor is that Collins did not initially define what are the characteristics of “the right people.” It was not until he wrote the book, How The Mighty Fall and Why Some Companies Never Give In (HarperCollins, 2009), that he gave a clear answer to the question, “What makes for the ‘Right People’ in key seats?.” In this book, he gives the following answer: “the right people fit with the company’s core values; the right people don’t need to be tightly managed; the right people understand that they do not have ‘jobs’, they have responsibilities; the right people fulfill their commitments; the right people are passionate about the company and its work; the right people display ‘window and mirror’ maturity.” The outcome of choosing the right people when building a team and later maintaining or improving it, is that you create a culture of discipline and a shared mindset based on a common understanding of what matters most. You also are choosing people who have a combination of technical and social skills that can handle uncertainty. 

Nevertheless, we as leaders need to make some tough choices when it comes to people. First, we must stop hiring and retaining people who routinely screw things up, or create levels of disruptive toxicity at the team level. If we tolerate these poor and misaligned behaviors, we will consistently have issues and problems that take our time and attention away from focusing on the right things, operationally and strategically. Having the right people in place reduces distractions and increases engagement and healthy teamwork, all of which is vital to coping with prolonged uncertainty. 

© Geery Howe 2026

Geery Howe, M.A. Executive Coach in Leadership, Strategic Planning, and Organizational Change

Leadership During Times Of Prolonged Uncertainty - part #1

Introduction

In 2011, Jim Collins and Morten Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011), wrote: “Given this rise of complexity, globalization, and technology, all of which are accelerating change and increased volatility, we must come to accept that there is no ‘new normal.’ There will only be a continuous series of ‘not normal’ times.” Fifteen years later, their words seem prophetic. They also could have been written yesterday about the events that are happening today. 

Currently, we are living in a VUCA environment, borrowing a term from the US military. This is a time period where things are volatile, uncertain, complex, and ambiguous. The implications are that instability is chronic, uncertainty is permanent, change is accelerating, and disruptions are common. All we know for certain is that we can neither predict nor govern most events.

Furthermore, we are worried about the possibility of phase transitions (wide-reaching disruptions triggered by small shifts, like market crashes or social movements), and the possibility for compound extremes (multiple co-occurring disruptions like a natural disaster during a recession). We also are concerned about the convergence of AI, advanced sensors, and biotechnology. Simultaneously, many people are experiencing chronic, compounding, and highly stressful challenges across multiple areas of their life (work, family, health, etc.). 

When we step back and look at all that is happening, and all that has happened, we come to realize that our challenges have become more difficult and complex, and that our organizational systems, and personal and professional mindsets have not evolved as quickly as the changes that are happening all around us. Thus, we are confronted with an important question: How can we strengthen our capacity to adapt during this period of prolonged uncertainty?

Embrace Paradox

Brene’ Brown in her book, Strong Ground: The Lessons Of Daring Leadership, The Tenacity Of Paradox, and The Wisdom Of The Human Spirit (Random House, 2025), writes: “Paradoxes embrace ambiguity, expose our intolerance for uncertainty, push our boundaries, and, if we hang on long enough, often force us to deny the comfort of our ideologies for a deeper wisdom that is a more honest reflection of the human experience and the human spirit.” As she continues, “In its original Greek, paradox is made up of two words, para (contrary to) and dokein (opinion). The Latin paradoxum means ‘seemingly absurd but true’.” And right now, there is a lot that is seemingly absurd but true. Therefore, we need to embrace these paradoxes.  

Wendy Smith, Marianne Lewis, and Michael Tushman in their article called, “Both/And Leadership,” in the May 2016 issue of the Harvard Business Review, write that the source of our uncertainty in the business world comes from three questions. The first question is: “Are we managing for today or for tomorrow?” This is the innovation paradox where we are challenged to balance today’s needs vs. tomorrow’s needs. The second question is: “Do we adhere to boundaries or cross them?” This is the globalization paradox where we are challenged to balance global integration vs. local interests. The third question is: “Do we focus on creating value for our shareholders and investors or for a broader set of stakeholders?” This is the obligation paradox where we are challenged to balance social mission vs. financial pressure. In each of these questions, we have to seek the concept of both/and rather than the more comfortable choice of either/or. 

From my perspective, the first step in this process of embracing paradox is to check our perception. There are two ways to see the world, namely the observing eye and the perceiving eye. Ryan Holiday in his book, The Obstacle Is The Way: The Timeless Art of Turning Trials into Triumph (Penguin, 2014), explains that the observing eye sees what is there, while the perceiving eye sees more than what is there. The goal for leaders during prolonged uncertainty is to see things as they really are, without any of the ornamentation, or self-imposed stories we project on to what is happening. 

Yet, as we choose to see in this manner, we must recognize that our perspective on the problems we are dealing with is always missing something, namely an in-depth understanding of our own history and “baggage.” And, at the same time, we must recognize that when we hear of other people’s perspectives or problems, we always see their history and baggage. 

So, when we choose to see things as they are, we must always check our perspective with others who we trust and can offer grounded insights and perspective over time. This check-in with trusted mentors, coaches, allies, and confidants requires us to step back from the press of current events, and instead choose to see the larger picture of the world. We need to do this step back in order to prevent and/or limit any level of myopic thinking, i.e. a short-sighted way of thinking that focuses on immediate problems and concerns, and short-term gains while neglecting long-term consequences and broader implications for the business. Myopic thinking always lacks foresight and the ability to consider how current actions will affect future growth and innovation. We do all of this, because the most dangerous perspective to hold is one where we think we can change everything, or something specific that is not ours to change. This is the tenacity of paradox, and the reason why we must seek “a deeper wisdom that is a more honest reflection of the human experience and the human spirit.”

© Geery Howe 2026

Geery Howe, M.A. Executive Coach in Leadership, Strategic Planning, and Organizational Change

The Importance Of A Good Day

On most mornings, people get up and get ready for work. As they go through their morning routines, they all want the same thing, namely to have a good day. While this varies to a degree by person, most people just want a day where they can make progress on things that are important to them, know that their job matters, and to work with people who are kind, thoughtful, and respectful. And if, by the end of the day, all of this has happened, then they can feel like it was a good day. 

Nevertheless, this is not the typical experience for many people. Most people encounter problems that are difficult to define, and have no easy solutions. Most people work with other people, who, at times, do not treat them or others well. And finally, most people don’t feel like they are making progress on things that matter the most to them. Instead, they feel like they are battling poorly designed systems, technology that is not helpful, and a company culture that says one thing, but does something completely different. In short, many people find their work life, frustrating, boring, and unsatisfying. And they feel powerless to change it. 

Yet, in the midst of this, most people hope for something better. They want a life and a job where they feel connected with others, and a sense of belonging that comes from doing things that make a difference in the lives of others. They also want a life and a job where they feel heard, and respected for what they know and what they do. At the same time, they want to be seen as a person, rather than just a warm body filling a box on the company’s org chart. And finally, most people want to feel like they have a life of choice and integrity, where they do not need to compromise their beliefs and values in order to make ends meet at the personal and family levels.

As leaders, I think we underestimate the importance of people wanting to have a good day. Typically, we are focused on getting things done, and, if we are honest, the sooner the better. We also are focused on generating positive KPI’s (key performance indicators) that show we are doing the right thing and generating the right outcomes. Then, the people who we report to will be pleased with us, and reward us in various ways, be that a promotion, positive feedback, or some monetary amount. 

But, most people do not have this option. They just wake up in the morning, get ready for the day, and then go to work. And everything that they did not get done the day before is still sitting there on their desk, wanting their time and attention. Meanwhile, a wide variety of new problems have surfaced that also call for their time and attention. 

So, how do we as leaders create a good day for those we work with on a daily basis?

First, leaders need to invest their time and energy in getting to know the people that they work with on a daily basis. As Marcus Buckingham in his book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success (Free Press, 2005), explained: “great managing is not about transformation - if you dedicate yourself to transforming each employee into some predetermined perfect version of the role, you will wind up frustrating yourself and annoying the employee. Great managing is about release. It is about constantly tweaking the world so the unique contribution, the unique needs, the unique style of each employee can be given free rein.” As he continues, “To excel as a manager you must never forget that each of your direct reports is unique and that your chief responsibility is not to eradicate this uniqueness, but rather to arrange roles, responsibilities, and expectations so that you can capitalize upon it. The more you perfect this skill, the more effectively you will turn talents into performance.” And when we turn talents into performance, we create the conditions for someone to have a good day. 

Second, leaders need to help people achieve their goals on a regular basis. Teresa Amabile and Steve Kramer in their article called “The Power of Small Wins” (Harvard Business Review, May 2011), report some interesting results after a decade of research which included a deep analysis of daily diaries kept by teammates on creative projects. What they discovered is something they call the Progress Principle, namely “Of all things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work…. And the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run.” From what they shared, I am convinced that making progress in meaningful work is vital to people experiencing a good day. 

Third, leaders need to be able to work at multiple levels within the company. As F. Scott Fitzgerald pointed out, “The test of a first rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” I think the best leaders, who create the conditions for optimal performance and positive work engagement, approach the future with three questions in mind, namely Where are we now?, Where do we need to prepare for the future?, and Where do we need to innovate?. This three way approach helps them work on the organization, and in the organization as needed. It also helps them to focus on making current operations better, and focus on preparing everyone for the future. 

While leaders may not be able to control everything about the work day, they can take steps on a daily basis to make the work environment a positive and respectful place. As I have learned over the years, leaders get what they exhibit and what they tolerate. Starting this week, we need to get to know our people better, and we need to help them achieve their goals on a regular basis. Finally, we need to ask ourselves the aforementioned three questions to make sure we are working on the organization and in the organization. The weeks and months ahead may be stressful, challenging, and complex, but the importance of people having a good day is a powerful and rejuvenating experience. And we all need to experience more good days rather than fewer good days.  

© Geery Howe 2026

Geery Howe, M.A. Executive Coach in Leadership, Strategic Planning, and Organizational Change