George Ferguson

This course reshaped how I think about employee development. The biggest shift for me was recognizing that development isn't a separate item on my to-do list — it's how I schedule and assign work in the first place. When I pair tasks with people who can grow from them, everyday work becomes the classroom. I was also struck by the reminder that written goals are 10 times more likely to be achieved than unwritten ones, and by the research showing that development is a partnership — I create the conditions, but ownership of growth belongs to my team members.

Moving… >>>

Comment on Jenn Meyers's post: Such a good point. Regular meetings alone don't guarantee that real feedback is being exchanged — sometimes supervisees hold back concerns simply because they weren't directly invited to share them. The intentional pause you describe, asking "Is there anything else you want to explore?", creates the space for deeper conversation that might otherwise stay unsaid. That small, intentional invitation is often where the most meaningful feedback actually surfaces. Thanks for sharing this.

Comment on George Yeakey's post: You've named something really important. Perception is often the invisible layer in every feedback conversation — the same words can land very differently depending on the listener's frame of reference, past experiences, or emotional state in the moment. That's why active listening, as you said, is so essential. Stepping into another person's shoes AND their head helps us deliver feedback in a way that actually reaches them, not just reflects our own viewpoint. Facts matter, but so does how those facts are received. Thanks for this thoughtful reflection.

This course reshaped how I think about feedback — not as critique, but as a mutual investment in growth between two people. The biggest shift for me was the reminder that effective feedback is grounded in specific, observable behaviors, tied to someone's goals, and always pointed toward the future rather than fixated on the past. I was especially struck by the research showing that asking for advice generates 56% more specific suggestions than asking for feedback — that simple reframe alone will change how I solicit input going forward.

Moving forward, I want to deliver feedback more promptly (within a… >>>

Comment on Dr. Octavio Mora's post: 

You raise such an important point. Coaching really is a skill that requires discernment — knowing not just how to coach, but when coaching is the right tool for the moment. Used poorly or at the wrong time, it can feel confusing or even dismissive to the person receiving it. Used well, it opens space for real growth. I appreciate your emphasis on promoting the growth of the individual — that should always be the compass for any coaching conversation.

With Benevolence, Shannon

Comment on Abija Deglace's post: 

Well said. You've captured the heart of what makes coaching different from directing — it's an ongoing, reflective partnership, not a one-time instruction. I especially appreciate how you named learning agility as your application goal. That's exactly the mindset shift that transforms a team over time. When people grow from their mistakes and stay open to change, the whole organization moves forward. Thanks for this thoughtful reflection.

With Benevolence, Shannon

This course reshaped how I think about my role as a leader. The biggest shift for me was recognizing that coaching is not about giving answers — it is about asking better questions and creating space for others to find their own way forward. I was especially struck by the idea that in a great coaching conversation, the person being coached should do 90% of the talking. That statistic alone reframes what effective leadership actually looks like.

Moving forward, I want to be more intentional about recognizing coachable moments in everyday interactions, using open-ended and neutral questions instead of rushing… >>>

Comment on Rafael Ballena's post: 

Muy bien dicho. Captaste el corazón del asunto — el liderazgo verdaderamente comienza con el autoconocimiento y crece hacia afuera a través de la empatía, la escucha y el empoderamiento. Me encanta cómo describiste hacer que el equipo se sienta único, respetado y valorado mientras se les da la libertad de actuar. Ese equilibrio entre ofrecer recursos y dar espacio es donde vive el verdadero liderazgo. Gracias por esta reflexión tan reflexiva.

Con Benevolencia, Shannon

Comment on James Hall's post: 

Well said. The phrase "voice at the table" really captures it — people don't just want to be assigned tasks; they want to know their perspective matters. And you're right that motivation is never one-size-fits-all. What energizes one team member may barely register for another. The leaders I respect most are the ones who take the time to know their people well enough to meet them where they are. Constancy, recognition, and genuine inclusion go a long way.

With Benevolence, Shannon

This course reinforced for me that leadership is not about authority — it is about how I show up for the people I serve. The most meaningful takeaways were the importance of leading with values and vision, building trust one small action at a time, and empowering team members by giving them real ownership over their work. I was especially struck by Frances Frei's Trust Triangle — authenticity, logic, and empathy — and by the reminder that bias can quietly shape who gets opportunities if we're not intentional. Going forward, I want to be more deliberate about inviting every voice… >>>