By Deb Degner

In a world increasingly focused on artificial intelligence, there never has been a better time to invest in human development. Technology can help us work faster, but it cannot replace self-awareness, emotional intelligence, resilience or leadership.

As a leadership coach, my role is to help clients increase awareness so they can identify what is getting in their way. Together, we establish clear goals, define what success looks like and create action plans that encourage new behaviors and habits. While every client is unique, I have noticed several recurring challenges that appear across industries and roles, regardless of years of management or leadership experience.

Here are two of the most common and some solutions for improvement:

Challenge #1:

Finding the “right” way to solve a problem

Many leaders come to coaching feeling stuck. They don’t know how to manage tough situations, conflicts and challenging personalities. They avoid a difficult conversation or decision because they don’t know how to handle it the “right” way. They delay taking action because they are searching for the perfect solution.

They ask themselves:

• What if I handle this incorrectly?

• What if I make the situation worse?

• What if I don’t have all the information?

The result is often avoidance, denial and inaction.

The solution:

Focus on the best way, not the right way

One of the most liberating mindset shifts is recognizing that there is rarely one “right” answer. Leadership decisions are made with incomplete information, changing circumstances and competing priorities.

Instead of searching for the right answer, try exploring solutions like a curious scientist. Ask yourself: What is the best decision I can make with the information available today?

This approach lowers the pressure and encourages action. It also acknowledges an important truth: many solutions have an expiration date. What appears to be the best path forward today may need to be adjusted tomorrow as new information emerges.

Strong leaders are not those who always make perfect decisions. They are those who make thoughtful decisions, learn from the outcomes and adapt when necessary.

Challenge #2:

Developing and sustaining momentum

Another common coaching conversation centers on motivation.

Clients often describe cycles of enthusiasm and high productivity followed by periods of low energy and disengagement. They are looking for ways to sustain a more consistent pace. These same patterns can occur within teams. A new initiative launches with excitement, only to lose steam a few months later.

Many leaders assume momentum is created through inspiration alone. While the emotion of being inspired boosts enthusiasm, sustainable momentum also requires experiencing and observing continual progression toward goals.

The solution:

Combine motivational strategies with

observable action steps that demonstrate

progress

In his book Drive, Daniel Pink identifies three powerful drivers of sustained motivation: autonomy, mastery and purpose. Consider action steps to support these drivers by:

• Creating autonomy –the ability to have meaningful control over how work gets done.

• Encouraging mastery–the opportunity to continuously learn, grow and improve.

• Finding purpose–an understanding of how our work contributes to something larger than ourselves.

When leaders experience a lack of momentum, one or more of these elements is often missing.

To regain traction, ask yourself:

• Am I giving myself or my team enough ownership?

• Are we continuing to learn and develop new skills?

• Have we connected our work to a meaningful purpose?

Sustainable momentum requires empowerment, inspiration and observable action steps. It is created by re-connecting people to what matters and helping them experience and see progress along the way.

Leadership development is not about becoming someone different. It is about becoming a more intentional version of yourself. The leaders who grow the most are not necessarily the most talented or experienced. They are the ones willing to examine their assumptions, try new behaviors and remain open to learning.