The next meeting, the next task, the next decision. I do the thing, check the box, move on. But lately, I’ve been noticing something quieter… what I’m bringing to those actions. The quality of energy behind them. There’s the thing I do. And then there’s the energy I do it with. I’ve started to realize how dramatically that difference shapes my experience. Even when the external action looks identical.

Change is a constant. We cannot slow it down, stop it, pause it, or speed it up. Nor can we bend it to our liking. It moves whether we resist or not. And yet, it’s in that resistance — in the friction we create against change — that we suffer most. But acknowledging that reality doesn’t make it any easier. Accepting change doesn’t mean we suddenly glide through it. It does, however, invite us into a different kind of relationship with it.

We’ve all seen the headlines: AI is coming for your job, your industry, maybe even your sense of relevance. The conversation often swings between panic and hype, between “robots will replace us” and “robots will save us.” But here’s the truth I keep circling back to: there are forms of intelligence that machines can’t touch. What I’d call our primal powers. They aren’t just soft skills. They’re the deep capacities that have guided humans through uncertainty for thousands of years.

I’m often asked what high-level coaching looks like. Perhaps the better question is what does the impact look like, or better yet, what does it sound like? Here’s a recent LinkedIn post by a media CEO that might provide some context.

Whether we like it or not, the ground beneath leadership is shifting. Artificial intelligence is no longer a future consideration — it’s an active force shaping how decisions are made, how work gets done, and how people relate to one another inside organizations. But while the tools and technologies are advancing fast, the human side of leadership is facing a slower, more complex transformation.

The leadership strategy your to-do list doesn’t want you to know about. We tend to think of leadership growth as an additive game. Learn more skills. Add more tools to the toolkit. Take on more responsibility. Acquire more knowledge. The problem? More is not always more.

There’s a moment I see often in coaching sessions. The one where someone tries — heroically — to keep the lid on. They’ll reach for logic. Keep things “professional.” Maybe laugh it off. But underneath… it’s humming. Tight throat. Swelling chest. The quiet storm of feeling. And then it cracks open. A pause, a smile, a tear, a yell. A truth. Not dramatic. Not performative. Just… real. This is the moment where meaningful leadership work begins.

We love the idea of moving forward: New chapter. Fresh start. Next level. Especially in leadership or personal growth, we’re trained to keep our eyes ahead — focused on goals, solutions, outcomes. But here’s the part we often skip: you can’t really move ahead until you’ve grieved what you’re leaving behind.

It’s easy to believe purpose is a destination, or a specific role, or a clear action. A calling. A career. A big impact. And while purpose can certainly show up in the things we do, that’s not where it lives. Too often we think of purpose as something we do. And in doing so, we constrain it, and alienate it.

Professional coaching is not a one-size-fits-all journey. From performance-focused models to developmental and even philosophical approaches, coaching can feel like navigating a constantly evolving landscape. In today’s fast-moving, complex world, coaching has become both a tool and a mirror — helping you expand your skills and explore your deeper values, aspirations, and ways of thinking.

Across the agency and consultancy leaders I’ve partnered with this year, a consistent, shared concern has emerged… louder and more urgent than ever. And while AI dominates many of our strategic conversations, it’s not the usual fear around which model to choose or which platform to adopt that’s keeping leaders up at night.

Conversations with coaching clients increasingly include a mention about AI and its role in their profession — as an initiative, a challenge, or a deeper personal concern. No question, we’re moving at unprecedented speed. But amid all this acceleration, a deeper question emerges — one that can’t be answered with a plugin, prompt, or productivity hack.