When was the last time your leader admitted they didn't have all the answers? With boards and investors watching every move, most executives feel pressure to project confidence, even when facing unprecedented change. But what if the most valuable thing a leader can offer their team isn't certainty about the future, but transparency about the present, and clarity about what to do next? Keith Cowing, executive coach and product leader, shares his advice for leaders in times of rapid change: fr...
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When was the last time your leader admitted they didn't have all the answers? With boards and investors watching every move, most executives feel pressure to project confidence, even when facing unprecedented change. But what if the most valuable thing a leader can offer their team isn't certainty about the future, but transparency about the present, and clarity about what to do next? Keith Cowing, executive coach and product leader, shares his advice for leaders in times of rapid change: fr...
When was the last time your leader admitted they didn't have all the answers? With boards and investors watching every move, most executives feel pressure to project confidence, even when facing unprecedented change. But what if the most valuable thing a leader can offer their team isn't certainty about the future, but transparency about the present, and clarity about what to do next? Keith Cowing, executive coach and product leader, shares his advice for leaders in times of rapid change: fr...
Work Face
When was the last time your leader admitted they didn't have all the answers? With boards and investors watching every move, most executives feel pressure to project confidence, even when facing unprecedented change. But what if the most valuable thing a leader can offer their team isn't certainty about the future, but transparency about the present, and clarity about what to do next? Keith Cowing, executive coach and product leader, shares his advice for leaders in times of rapid change: fr...
