The Leadership Connection

The Leadership Connection Leadership connection is real stories and real people. Welcome to Just.Be! I am Liz, a Certified Life Coach by The Academy of Modern Applied Psychology.

After obtaining my Bachelor's in Psychology and my Master's in Organizational Leadership from Grand Canyon University, I found I had a passion for helping others discover their true self and defy their limitations. As a business leader I have dedicated 15 years of my career to building teams and coaching employee empowerment. On a personal level I have spent hours volunteering my time working with young teens and adults to overcome their trained behaviors and beliefs. I offer my services at an affordable rate because I believe everyone should have access to life coaching. "I Can't" Struggles - Overcome limiting self beliefs
Overwhelmed? Minimize the noise
Lead your Leader - Own your employment
Leadership Development Coaching
Young Adult to Adulthood preparation

Contact me today for your FREE CONSULTATION!

10/15/2026

Leadership Storytime | The Meeting That Went Sideways! Part 2

When your leadership approach stops working, do you adapt—or just do more of what you already know?

Research on flexible and adaptive leadership emphasizes the importance of adjusting leadership behaviors to changing circumstances (Yukl & Mahsud, 2010).

But knowing different leadership styles exist isn’t the same as developing the skills to implement them.

Intensity isn’t adaptability.

You can intensify the behaviors of any leadership style, but that doesn’t mean you’re meeting the needs of the moment.

As leaders, we have a responsibility to seek the education, training, and practice necessary to expand our leadership range.

Because you can’t pivot to a leadership style you haven’t developed.

And your people shouldn’t have to experience the limits of your leadership before you decide to grow.

Research: Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81–93.

10/14/2026

Leadership Storytime | Part 1: The Meeting That Went Sideways

What happens when an urgent regulatory change turns a normally engaged team completely silent?

After four years of successfully navigating change together, I walked into a meeting and immediately knew something was wrong.

What happened next became a real-world example of my Anchor–Read–Pivot framework.

⚓ Anchor: Know who and what your leadership serves.

👀 Read: Continuously understand your people and their circumstances.

🔄 Pivot: Adapt your leadership approach when the situation requires something different.

You’re not waiting for a problem to start anchoring or reading. You’re doing both continuously so you’re prepared to pivot when necessary.

But resolving the immediate problem revealed something much bigger about leadership range.

Part 2: What happens when the leadership style that’s always worked suddenly isn’t enough?

10/13/2026

Teaching the Revolution | Episode 6: You Can’t Pivot Without Range

Just because your leadership style has always worked doesn’t mean it always will.

Daniel Goleman (2000) examined leadership practices across 3,871 executives and identified six leadership styles. His findings emphasized that effective leaders draw from multiple styles rather than relying on just one.

And Yukl and Mahsud (2010) reinforced the importance of flexible, adaptive leadership as circumstances change.

That’s why developing your leadership range matters.

My Anchor–Read–Pivot framework puts that thinking into practice:

⚓ Anchor: Know who and what your leadership serves.

👀 Read: Continuously understand your people and their needs.

🔄 Pivot: Adapt your approach when the situation calls for something different.

You’re always anchored. You’re always reading. And you’re developing your range so you’re ready to pivot.

You can’t pivot to a leadership style you haven’t developed.

What’s one leadership style you need to strengthen?

Research:
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.

Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81–93.

10/07/2026

Teaching the Revolution: The Way I Serve You May Not Always Feel Good

Servant leadership isn’t about telling people what they want to hear. It’s about helping them become who they’re capable of being.

Sometimes that means encouragement. Sometimes it means uncomfortable feedback.

Research identifies helping followers grow and succeed as a core dimension of servant leadership. But growth requires more than support. It requires honesty, clear expectations, and self-awareness.

Being disappointed by a leadership decision doesn’t automatically mean you weren’t served well.

The way a leader serves you may not always feel good. But it should make sense.

💬 Can a leader disappoint you and still be serving you?

📚 Research: Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. https://doi.org/10.1016/j.leaqua.2008.01.006

10/05/2026

Teaching the Revolution: Servant Leadership… When It Stops Being Win-Win

Two leaders can demonstrate the exact same servant leadership behaviors and be driven by very different things.

When everyone benefits, you may never see the difference.

The real test comes when serving someone else costs the leader something.

What happens then?

That might tell you far more about what their leadership is actually anchored to.

09/29/2026

This one applies at work, at home, and pretty much everywhere else. We sometimes wait for people to notice what’s bothering us, then get more frustrated every time they do it again. They may have absolutely no idea.

If there’s something you need to address and you keep wondering how to bring it up, How to Have a Difficult Conversation Without Burning Bridges will show you how to say what needs to be said while protecting the relationship.

👉 Learn more through the link in the comments.

09/22/2026

TEACHING THE REVOLUTION: People-First Doesn’t Mean People-Pleasing

Putting people first doesn’t mean keeping them happy.

Sometimes leadership means making a decision people don’t like, holding the boundary, and being steady enough to stay in the conversation when they’re frustrated with you.

Because being warm when everything is easy is one thing. Leadership gets a whole lot more interesting when someone doesn’t like your answer.

📚 Research: Eva et al. (2019), Servant Leadership: A Systematic Review and Call for Future Research

🔥 Which is harder for you: saying no, or staying present when someone doesn’t like your answer?

09/20/2026

TEACHING THE REVOLUTION: Servant Leadership, Style or Philosophy?

Earlier this week I questioned whether servant leadership actually belongs in the category of leadership style. So today, I’m putting that argument to the test with two VERY different examples: Jesse Cole and Jesus.

Because putting people first doesn’t always mean giving them what they want, and servanthood sure as hell doesn’t always mean leading softly.

📚 Research: Greenleaf (1970) | Eva et al. (2019)

🔥 So where do you land: style or philosophy?

09/16/2026

TEACHING THE REVOLUTION: Is Servant Leadership Actually a Style?

I’m subbing for elementary technology today and wanted to hop on here real quick because I have a leadership classification I want to challenge.

I’m not coming for servant leadership. I’m coming for where we’ve put it.

If I can be authoritative AND servant, transformational AND servant, or collaborative AND servant, maybe servant leadership isn’t telling us how we lead at all. Maybe it’s telling us what our leadership is ultimately in service of.

📚 Research: Robert K. Greenleaf, The Servant as Leader (1970) | Eva et al. (2019), Servant Leadership: A Systematic Review and Call for Future Research

🔥 Style or philosophy? Tell me where you land.

09/15/2026

TEACHING THE REVOLUTION: Leadership Range | Build Your Range 🎨

Experience doesn’t automatically make us better leaders. Sometimes it just gives us more practice doing what we already know how to do.

So for the final episode of Leadership Range, we’re talking about how we actually keep growing: practicing what doesn’t come naturally, learning from people who lead differently than we do, and doing something meaningful with the feedback we receive.

The series may be ending. We’re not done building.

📚 Research: Leadership Behavioral Complexity | Stephen M. R. Covey, The Speed of Trust

🔥 What’s one leadership behavior you want to intentionally get better at?

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