I’ve been noticing something that feels important to name.
Many leaders are trying to lead as if things are normal,
while living and working in a context that very clearly isn’t.
For some, there was a specific event or series of events that produced an existential threat.
A moment when funding, safety, or stability nearly disappeared.
Then things came back online, and work resumed.
But the rupture wasn’t processed. It left a residue- in people’s bodies, energies and relationships.
For others, there hasn’t been such a distinct event,
just a steady accumulation of uncertainty, loss, and strain.
Enough to stay present in the background or foreground, depending on your proximity.
What I see across both is a quiet dissonance.
Holding responsibility, hope, and steadiness for others,
while another part of you knows the ground has shifted in significant ways.
That kind of split takes energy. It can show up as extra tiredness, fogginess, or a sense that something feels off. It can show up as guilt for the moments you feel joy, hope or optimism.
You’re not crazy for feeling this way.
And you don’t have to hold it alone.
Collective change work requires leaning into the collective for support.
My hope is that leaders slow down long enough to name this, first for themselves and then with their teams. Let people catch their breath. Be human together. Often the naming “it” can provide enough space to become present in a different way.
If this is resonating and you’d like a place to talk it through, I’m happy to listen. You’re welcome to send me a message, or, if it feels easier, you can book a conversation with me to think together for a bit. No pressure beyond that.