Putting people in a group doesn't automatically make them a team. How do we make them a team? Here are 4 things we can do as leaders.

Musicians already excel at high standards. Now we need to excel at high devotion. Here's what that means and 5 ways leaders can do it.

What do we get from fame, fortune, and power? It's not what you might think. When we understand this, we can change the rules of the status game.

What are the 5 dysfunctions of a team? And how do they function as a chain reaction? I share one of business management author Patrick Lencioni's most celebrated ideas.

What is a great leader's superpower? They make you believe in you. Here are 5 ways they do this and 5 benefits we reap when they go the extra mile.

People are their stories. They’re not data with faces. Here are 4 conversation questions to bring out the stories in us.

I've heard that dating is like applying for a job. I feel like the reverse works too. Applying for jobs is like dating. Think like you're dating using three important questions I share - and see what happens.

Burnout is not just about working too many hours or having too much work. It could also mean emotional exhaustion, loss of self-efficacy, or cynicism. There are not personal failings but symptoms of systems issues. The solution is not to fix the person but to fix the system.

When hiring, there's one question we keep asking: have they done it before? Here's why we need to drop it and start putting value in assessing potential. Check it out the post below for 4 ways to find evidence for potential.

Psychological safety is a worthy pursuit. Here are the four TERA tactics based on what our brain wants to help our musicians (and really anybody) feel safe.

What does passion mean to you? What are the traits and behaviors that you associate with it? Might it include the performance of extroversion? The opposite may be worth noticing. Here are 6 ways we can spot introverted passion.

How do you define a successful life? A or B? The results of this study will surprise you, as it reveals a collective illusion we think we want but don't actually want.

I used to think that if I had to use words to explain my musical intentions, I was a bad conductor. But I've learned that unspoken expectations can lead to premeditated resentments.

I've long been frustrated with one thing: it seems like all except for those in music are avidly resonating with and affirming my work. Then one comment changed my mind: Sounds like your industry is not ready to be coached. I muse on what that means.

David Brooks has a powerful message on the culture of meritocracy that applies directly to musicians. Instead of the lies of meritocracy, he urges us to focus on three "traits of humanity" - hunger, ability to work in teams, and character.

Nobody thinks they're on the side of wrong. Everyone believes they're on the side of right. Being aware of this can allow people to simply be heard - and help us manage conflict better.

When we want to make a change, it's often our attitude that holds us back. I explore what it means to have an attitude problem.

We sometimes find ourselves talking more than we need to. Psychologist Mark Goulston shares the 3 stages of talking, why we progress through them, and one trick to over come it.

Who are my "customers" as a conductor? The musicians, and not the audience. Here are 3 ways I think about this.

The top-down leadership structure often results in a dynamic where the leader tells people what to do and the people do what they’re told. What if we reframe the “telling” with “influencing”? Here's what I mean.