In the 3rd installment of his series, “Hitting the Road,” you’re invited to consider what happens when it gets dark. What lights the way and helps you stay on your road? A strong sense of purpose and commitment to what’s true is a great starting place if you’re uncertain.

In chapter 2 of his series, “Hitting the Road,” Joe invites you to name and find the signs that help you know you are on your road. For many, these signs point to ownership, values, and growth, but they may be different for you. Examine the opportunities life is giving you, even in tough situations, to reframe experience, and stay on your road.

In his series, “The Road,” Joe explores what it means to be on the road – your road – a felt state of being where your best self emerges. It’s that undeniable feeling that you’re being your best you. It’s where “being in the zone” or “flow” can show up. It’s where time flies whether you’re doing something fun or not. Chapter 1 invites you to explore what it feels like for you when the rubber is hitting your road.

Recognize when the feeling of manipulation shows up most often for you. This is the first step in understanding how to reframe that energy positively. That clear awareness helps you tailor the preparation work that would best serve your unique circumstances. In this post, explore the mindset shift needed to reframe manipulation in business.

Joe mingles with his spouse’s successful peers and tries to identify what it is that keeps them motivated at such high levels. Having had years to dig deeper into this tapestry of successful humans, a few points of motivational consistency stand out—patterns that seem to sustain both their motivation and their success. Read on to find those levers.

This month we tie it all together by inviting an answer to the question: “WHY?” Why do all of this? Why pivot into more responsibility that relies on the performance of others? Why invite increased visibility and scrutiny? We’ll explore the true meaning of purpose in leadership.

Now that we’ve redefined what success looks like, and polished up core leadership skills, it’s time to examine the magic of a great team. I have some great recent examples to reinforce the importance of the third opportunity in our continuing series for new(er) managers: Building Strong Teams.

Last month we began a journey of helping individuals advance into management and leadership roles, examining how successful organizations and leaders define and measure success in a way that best serves their goals. For our second installment, we’re exploring quick and long-lasting wins available when we give some intention to building core leadership skills.

We often see good leaders bloom out of good managers, but rarely do good managers naturally evolve from good individual contributors. Different skills are involved – skills that most aren’t born with, and unfortunately few get to learn in a structured, formal setting. Experience becomes the teacher, often at the long-term expense of better outcomes for all involved.