Almost every single leader I've coached one on one has come with the goal of improving their time management.

And in almost every single case, their challenge wasn't actually a time management problem at all. Here’s what’s going on instead…

As a coach, I am a professional question asker. One of my favorites to ask clients is: What do you want to be known for?

It's a daunting question. It feels BIG and important and complicated to find the answer.

But what I've discovered through over a decade of coaching people through navigating their careers is that it's not so much about finding the answer as it is about holding the question.

Getting the balance between micromanaging and hands-off managing was a lot harder than I anticipated.That's what I wrote about in my most recent article for Harvard Business Review, where I offer three red flags that you're leaning too far to either direction—and what you can do to offer your team the support and direction they need to succeed.

Top athletes and prominent politicians do not drop out. When they do, it’s big news. That’s because stepping back can be seen as a sign of weakness that leaders must avoid at all costs—a sign that they’ve failed. But knowing when and how to step back is actually a sign of maturity and effective leadership. It’s a leadership skill that we need to see modeled more frequently. Here are three lessons we can learn from Biles and Biden...

American culture teaches us that self-sufficiency and independence are synonymous with success. In a highly individualistic culture, accomplishing things on your own is a virtue. I think we’re getting it wrong. Opening ourselves up to receiving help can be humbling, vulnerable, scary, and courageous. It’s learning to gracefully receive help from others that’s a virtue—and a needed professional skill.

Mission driven leaders are loyal to the mission. Loyal to the team. Loyal to the organization. But what about loyalty to self?

So many of the folks I coach are going through changes right now—one just gave her notice in order to start her own business, another is starting a brand new job after being at his last organization for eight years, and another is leading his team through a major change in structure.

Change is a major part of our work lives. We need to get better at navigating it. Let’s explore a simple model that helps us understand the structure of change and how we move through it.

In April, I became a contributor to a knowledge base that I respect and consult daily. I'm so proud and excited to share this article on a topic that's at the heart of Penney Leadership: how to build an intentional career path that is unique, enjoyable, and adaptive to change.

Here’s a link to the article and the behind the scenes story of the process (read: dreams and doubts) that can go into a career achievement like this…

I believe that the coaching process and toolbox is powerful, meaningful, and essential to helping you capably meet the challenges you face.

But what is it actually like to work with me?

Here's an inside look at some of the common questions I get about the coaching process…

As a career coach, I’ve learned that the driver for every reason is one of two things: (1) Purpose: moving towards something you want. (2) Fear: preventing or avoiding something you don’t want. Here’s how to figure out what’s driving you…

Nobody wants their “brain picked”—they want thoughtful questions that enable them to share targeted insight, experience, and resources that truly help you to move forward. Here’s my process for preparing for a meeting with my mentors…

Seven years ago, I made the leap from traditional employment to running my own business. From the outside, you might be tempted to make up a story about how brave and confident I was to make this leap. But it definitely didn't feel that way at the time.

Let’s have a look at how a prop can give you the confidence to walk into a new space with your head held high, or help a gatekeeper take you seriously.

Seven years ago, when Penney Leadership launched, I set off in my little solo spacecraft. I exited my home planet on Nonprofit and began my journey across the vast solar system.

Thanks to so many of you for your kind and accepting responses to my essay last month about realizing that I'm Autistic at age 37. I can't begin to tell you what your reflections, stories, and feedback meant to me.

Some of you had follow up questions about particular words I used or how I see elements of Autism. Here are my answers to those questions in case you wondered, too.

Even as I start my seventh year as a fully-fledged business owner, the pressure is on to get to a certain place. I actively resist it every day, and remind myself that I'm right on time. Where I am is developmentally appropriate.

Around this time of year, I have a tradition of preparing an Annual Report. I brought the practice with me from my experience in nonprofit organizations: I'm a mission-driven individual. Even though I'm not an organization, I wonder what would it look like to create a report on my personal mission impact and growth?

This year's annual report looks a little different from years past…

This year, in my 38th trip around the sun, I learned something major about myself: I am Autistic.

My submersion into this new identity was guided by reading the stories of other women—some memoir, some nonfiction, some fiction. Now I'm writing my own story, in two parts: how I got here and what it means.

Thanksgiving is this week, and while the prospect of gathering around a table with family can be warm and cozy, it can also be a lot.
Because getting together means catching up, and catching up means answering questions about our lives.

Continuing work as usual when there are layers of unthinkable violence and grief playing out is weird at best and completely heartbreaking at worst. Here are two undervalued leadership skills that might be supportive right now, whether you're a formal leader, a parent, or leading yourself through this difficult time.