Jun 10, 2026 · 28 min · 10 segments
How to Become a Reiki Master: https://www.reiki.org/articles/becoming-reiki-master Overcommunicate: https://www.amazon.com/Overcommunicate-Business-Executives-Aspiring-Leaders/dp/B0GWQ9XJNP…
Kathy LavinGuest
Eileen RochfordHost
Rob JohnsonHost
But what that means is really looking at what their strengths are, what they're good at, if they're in the right positions, what's the capacity need for the organization.
Gateway, I think I've shared that I came in at a very turbulent time for the organization.
And I think coming in and saying, okay, what does this organization need? What do all the stakeholders need? What do the families and the people we support really need? And how do we meet that? And then looking at the team and saying, is this team, you know, the right team here as we move forward? Is it is do people do people feel hurt? Do they feel respected? And I don't know, looking at other people's just what they're good at and responding to that and what they need support with.
Like if you're working with a team member, what kind of supports do they need? Do they need, you know, different people need different feedback and different frequency of that feedback and different types of feedback.
And some people are just like, you know, head down, let me know what I need to do.
So I think it's being able to shift and look at that and being flexible in who you are as a leader as well.
But what that means is really looking at what their strengths are, what they're good at, if they're in the right positions, what's the capacity need for the organization.
Gateway, I think I've shared that I came in at a very turbulent time for the organization.
And I think coming in and saying, okay, what does this organization need? What do all the stakeholders need? What do the families and the people we support really need? And how do we meet that? And then looking at the team and saying, is this team, you know, the right team here as we move forward? Is it is do people do people feel hurt? Do they feel respected? And I don't know, looking at other people's just what they're good at and responding to that and what they need support with.
Like if you're working with a team member, what kind of supports do they need? Do they need, you know, different people need different feedback and different frequency of that feedback and different types of feedback.
And some people are just like, you know, head down, let me know what I need to do.
So I think it's being able to shift and look at that and being flexible in who you are as a leader as well.
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Her daughter's silence taught unexpected communication lessons
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