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New Book!
Leading Legends: Female Superintendents Breaking Barriers with Purpose and Power
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STOP Doing
Leadership development often focuses on new skills to build, but executive coach Marshall Goldsmith argues that what leaders stop doing may matter even more. Subtle habits—interrupting, correcting others, or proving expertise—can quietly erode trust and discourage participation. By cultivating deeper self-awareness and letting go of these behaviors, leaders create space for stronger dialogue, shared ownership, and more effective collaboration.
Dr. Cindy Petersen
7 hours ago2 min read
Emotion Setters
Leaders are emotional setters. Before strategy is spoken, people feel the tone of an organization through a leader’s presence, mood, and reactions. As Goleman, Boyatzis, and McKee explain, emotions ripple outward, shaping safety, motivation, and connection. Research on psychological safety, vulnerability, and adaptive leadership confirms the same truth: emotionally intelligent leadership begins with self-awareness and is built moment by moment through calm, curiosity, and car
Dr. Cindy Petersen
Feb 22 min read
Engagement and the Brain
Engagement begins with psychological safety. The brain is constantly scanning the environment to determine whether it is safe or threatening. When people feel safe, they collaborate, manage ambiguity, and remain engaged. When safety is reduced, thinking narrows and momentum slows. Michael Bungay Stanier’s TERA framework—tribe, expectation, rank, and autonomy—explains how leaders shape safety. By increasing the TERA quotient, leaders can build trust and sustain engagement.
Dr. Cindy Petersen
Jan 262 min read
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