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I’ve always been a great worker. I’m a good employee. Some say I’m a great employee. I’m a good boss, and I’ve been honored to lead a team to do some really cool things throughout the years. 

 

But in the beginning, I was working for a company that frustrated me. I was frustrated with leadership, policies, everything. I was just holding on.  I was tired of seeing my work family being torn apart with mergers and cost saving measures.  

 

I found myself in a new role directing a larger region in a hybrid setting, still trying to build upon my self with leadership development programs of multiple levels through my corporation. I was still learning with the world on how to lead in the new hybrid world of business…… but I found myself stalling out when it came to mobility, growth, direction, and support from my corporate higher-ups.  And like other leaders during COVID, I was taking on more and more responsibility with not enough support.  Let’s face it, I felt whipped.  Let alone being able to hold my team accountable, re-engage them, and get them to unite.

 

I was beyond stressed and not taking care of myself physically and mentally. Looking back, I was experiencing burnout, but in the moment, I was so busy putting out fires that I didn’t have the capacity to give myself what I needed.

 

I maxed out my leadership & personal development support and realized it was up to me to continue all while finding time to devote to being a better people manager.

 

Ultimately, changes in my business created new silos that needed to be connected. That meant building new working relationships with my peers while vying for limited resources, in addition to advocating and arguing for those in my chain of command. I battled the constant change and need for improved communication and team engagement.