A friend sent me an article about happiness called, “Happiness doesn’t have to be a heavy lift.” Something that resonated was a portion on reverse pet peeves, which are those small things that bring disproportionate joy.
Ironically, right after I finished reading it, I was sent a copy of a photo from a work event a couple weeks ago, which is a perfect reverse pet peeve moment. Hugging an incredible team member who was honored with a staff award. The joy wasn’t just in the recognition. It was in the applause, the smiles, the shared pride.
It reminded me how much magic lives in these little moments.
Joy doesn’t always come in grand gestures. Sometimes, it shows up in a midday celebration, a surprise thank-you, or the feeling of being seen.
I challenge you to recognize a reverse pet peeve this week and share it.
Author: Laura Spencer
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Discover the Power of Reverse Pet Peeves for Joy
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Creating Space for Greatness: A Reflection on Leadership
I have been a Simon Sinek fan for a long time. The other day I saw this quote by him which has me thinking: “The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.”
It’s a simple yet profound reminder that leadership isn’t about being the sole innovator or the constant doer, but about fostering a space where talent and creativity can flourish.
In my own experience, I’ve learned that trusting people to do what they’re good at isn’t just about delegation. It’s about respect and empowerment. When leaders micromanage or step into every task, it subtly tells the team they don’t trust their abilities. Over time, that can breed frustration, diminish confidence, and even lead to burnout. Because honestly, constantly doing and controlling doesn’t just burn us out; it dims the spark of initiative and innovation among everyone around us.
Creating an environment for ideas means giving people the freedom, support, and trust to explore, experiment, and even fail without fear of judgment. It’s about believing that good ideas come from diverse minds, not just the leader’s perspective. When that trust is there, it opens the door for collaboration, shared ownership, and a collective sense of purpose.
Leadership, then, becomes less about being the source of all solutions and more about being the catalyst for others’ greatness. It’s a shift from “I must do everything” to “I’ll create the space for you to shine.” And in that space, true innovation and engagement happen alongside a healthier, more motivated team.
So, today I remind myself: leadership is about environment-building. Trust others, step back when needed, and watch great ideas emerge.
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Turn Up the Music, Even on the Rainy Days
Every time this commercial pops up on Hulu for Pella windows, I can’t help but smile.
The energy of the girl dancing.
The simple but powerful message: don’t let what’s happening outside control what’s going on inside.
It’s such a perfect little reminder, especially in leadership, education, and life.
There will always be rainy days, unexpected delays, tough conversations, or outside pressures.
But how we show up inside – our attitude, our creativity, our hope – is something we can choose.
Let this be your nudge today: Turn up the music. Shake it out. Reclaim your energy.
Even if it’s raining. 🌧️ -
Leadership Wisdom from a Re-Read of The Tao of Pooh
I picked up The Tao of Pooh again recently, expecting a cozy, familiar read. I’ve read it before, but this time I noticed something I missed the first time around.
Beneath the charm of the Hundred Acre Wood is a quiet, powerful introduction to Taoist philosophy—one that feels especially relevant to how we lead. Taoism reminds us that leadership doesn’t always require action. Sometimes, it asks for stillness, presence, and trust in the natural flow of things.
Pooh models this beautifully. He listens when Piglet worries, sits silently with Eeyore, and simply enjoys Tigger’s chaos. He doesn’t fix or push or force. He’s just there. Fully present. And that’s the kind of empathy I keep coming back to in my own leadership journey.
Too often, I’ve rushed to solve things. Jumped in with advice. Tried to shape outcomes. But empathy isn’t about control—it’s about showing up. About making space for others to be fully seen and accepted.
Pooh also leads without ego. He doesn’t try to change others or turn every moment into a teaching opportunity. He accepts each character exactly as they are. That kind of acceptance is deeply human, and a leadership skill I’m still working to grow.
What struck me most on this re-read is how Taoist leadership is so quiet. It’s not about charisma or control. It’s about presence. Attunement. A conversation. A shared moment over honey. In a world that often rewards the loudest voice in the room, that approach feels surprisingly radical.
So this week, I’m taking a note from Pooh: slow down, be present, and let empathy guide the way.
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What My Team Taught Me About My Own Leadership
A few weeks ago, I completed a leadership self-assessment using a prompt shared by Piloteer.AI on LinkedIn. It asked me to reflect on my leadership style through the lens of their Chosen XIII™ framework—13 essential behaviors that define leadership impact.
I walked away from the exercise feeling affirmed. I identified as an “Empathetic Empowerer,” someone who leads with trust, open dialogue, and encouragement. I rated myself high across emotional intelligence, coaching, authenticity, and empowerment. So far, so good.
Then came the real test.
After sharing my results with Dan at Piloteer, he offered a simple but powerful suggestion: What if you asked your team to complete the same assessment of you?
It was one of those “why didn’t I think of that?” moments. Because self-awareness isn’t just about reflection, it’s about reality. And reality lives in the minds of those we lead.
The feedback was humbling in the best way. My team confirmed many of the strengths I see in myself, especially around adaptability, emotional intelligence, and coaching. But they also pointed out a few blind spots I hadn’t fully recognized. Some felt they didn’t have equal access to me. Others said I could clarify direction better during change. And yes, my bandwidth shows.
Reading their insights was a reminder that leadership isn’t about being perfect; it’s about being consistent, intentional, and open to growth.
What I love about this process is how simple it was to do, but how deep the impact has been. I didn’t need a retreat or a 360-degree survey platform. I just needed to ask.
So here’s my reflection for other leaders: If you think you know how your team experiences your leadership, great. But ask them anyway. The answers might surprise you. They’ll definitely make you better.
Leadership isn’t just about how we think we’re doing. It’s about how our people are experiencing us.
(And if you’re curious, yes, I’d be happy to share the ChatGPT prompts used or more info about Piloteer AI. Just message me.)
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Revisit, Revise, and Recommit: A Path to Productivity and Job Satisfaction
As we navigate the complexities of the workplace, it’s easy to get caught up in the daily grind and lose sight of the bigger picture. Our goals, once so clear and inspiring, can become obscured by the relentless stream of tasks and responsibilities. That’s why it’s crucial to periodically take a step back, revisit our goals, revise them if necessary, and recommit to our pursuit of them.
This process of revisiting, revising, and recommitting is not only essential for our individual growth and development, but it’s also crucial for the success of our teams. When we take the time to reflect on our goals and how they align with the overall mission of our organization, we create a sense of clarity and purpose that can boost productivity and job satisfaction.
Revisiting Our Goals
The first step in this process is to revisit our goals. This means taking a long, hard look at what we’re trying to achieve and why. It’s about asking ourselves questions like:
- Are these goals still relevant to our current situation?
- Are they aligned with our values and aspirations?
- Are they challenging enough to keep us motivated, but not so overwhelming that they discourage us?
By revisiting our goals, we can gain a fresh perspective and identify any areas that need to be adjusted or revised.
Revising Our Goals
The second step is to revise our goals as needed. This could involve making minor tweaks or completely overhauling them. It’s about being honest with ourselves and acknowledging when a goal is no longer serving us or our team. It’s also about being open to new possibilities and opportunities that may have emerged since we first set our goals.
Recommitting to Our Goals
The final step is to recommit to our goals. This means renewing our sense of purpose and determination to achieve them. It’s about creating a plan of action and taking concrete steps towards our desired outcomes. It’s also about surrounding ourselves with a supportive team and holding ourselves accountable for our progress.
The Benefits of Revisiting, Revising, and Recommitting
This process of revisiting, revising, and recommitting can have a profound impact on our productivity and job satisfaction. When we’re clear about our goals and committed to achieving them, we’re more likely to be engaged and motivated in our work. This can lead to increased efficiency, improved performance, and a greater sense of accomplishment.
Moreover, when we revisit, revise, and recommit to our goals with our teams, we create a shared vision and a sense of collective purpose. This can foster collaboration, strengthen relationships, and build a more cohesive and productive work environment.
Conclusion
In today’s fast-paced world, it’s easy to get caught up in the whirlwind of daily tasks and lose sight of our goals. But by periodically taking the time to revisit, revise, and recommit to our goals, both individually and with our teams, we can create a path towards greater productivity, job satisfaction, and overall success.
Laura K Spencer, Ed.D. 