Meeting Overload: A Root Cause Analysis Approach

Debbie Fennell on March 29, 2026

Author: Rhonda Williams, MBA, MSN, RN


Across sectors, we continue to see leaders showing up with commitment, urgency, and a deep sense of responsibility. At the same time, one operational pattern frequently surfaces in our work with executive teams: calendars filled with meetings that leave little space for the work those meetings generate.

While this is no doubt a significant challenge, here is the good news. Often, this is a design issue.

Research shows that professionals now attend between 8 and 17 meetings per week, a dramatic increase compared with pre-pandemic norms, and 45% of employees report feeling overwhelmed by the number of meetings they attend (Microsoft Work Trend Index, 2023; Atlassian, 2022). When meeting time expands without corresponding clarity or decision discipline, focus becomes fragmented and execution suffers.

At the same time, leadership capacity is under pressure. Managers experience higher levels of burnout than individual contributors, according to Gallup’s global workplace research (Gallup, 2023). When leaders spend most of their time in meetings, strategic thinking and meaningful follow-through can be compressed.

In our discussions with executives and leaders, meeting overload is increasingly becoming a central factor in helping leaders navigate the real challenges that limit their effectiveness. Rather than asking how to endure an overwhelming meeting load, we have been diving into honest conversations about what’s driving it and what can be done about it.

If your team has expressed similar sentiments, consider conducting a brief root cause analysis with your team around these five drivers:

  1. Unclear Purpose and Outcomes
    1. Are meetings tied to specific decisions, or are they standing forums for updates?
    2. What percentage of your meetings end with a documented decision, owner, next action, and timeline?
    3. What information can be shared and acknowledged without a meeting?
  2. Diffuse Decision Rights
    1. Are meetings compensating for a lack of clarity around who owns final decisions?
    2. Where are decisions being revisited multiple times because ownership was never explicit?
    3. Does every leader have a purpose for being at each meeting?
  3. Redundant Communication Channels
    1. Are teams sharing the same information in multiple venues?
    2. How often is the same update delivered in a meeting that could have been shared asynchronously?
  4. Recurring Meeting Inertia
    1. Have standing meetings outlived their original purpose?
    2. If you cancelled this meeting for 30 days, what would meaningfully break?
  5. Cultural Signals of Busyness
    1. Is a full calendar unconsciously equated with value or commitment?
    2. Do leaders who protect focus time receive the same recognition as those who appear constantly available?

Addressing these causes requires honest diagnostic work and leadership discipline. It calls for the courage to resist the inertia of habit and sameness. In my experience, these conversations often begin with the belief that the meeting load is unavoidable. But as that assumption is examined, opportunities for redesign begin to surface.

Start by asking: Why does this meeting exist? What decision will it drive? Could this be resolved asynchronously? Even small adjustments can restore focus time, reduce the risk of burnout, and sharpen the distinction between urgency and strategic progress.

Full calendars are not a reliable indicator of productivity. Capacity is reclaimed through intentional design, disciplined prioritization, and empowered flexibility.


Executive Reflection
Which of these root causes show up most often in your team’s rhythm, and what intentional action could you take this week or this month to test an alternative?

References

Atlassian. (2022). The state of meetings report. Atlassian.

Gallup. (2023). State of the global workplace report. Gallup.

Microsoft. (2023). Work Trend Index annual report. Microsoft.

Shared from March 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Trust Grows When Leaders Stay in the Conversation

Debbie Fennell on March 29, 2026

Author:  Amy Milliron, M. Ed.

During a leadership session with a rural hospital executive team, the CEO made a comment that stayed with me. She said that their leadership meetings were respectful and efficient, yet she had the sense that some of the most important thinking in the room was not always making its way into the discussion.

As we explored what she meant, she described a pattern she had started to notice. A decision would be discussed in the meeting, and everyone would appear aligned. Later in the week, a director might stop by her office and raise a concern. Another leader might mention a potential issue in a hallway conversation. None of these comments was intended to undermine the decision. They simply reflected perspectives that had not surfaced when the team was together.

What the CEO was observing was not a lack of professionalism or commitment. Her team cared deeply about the organization and about one another. In many cases, people were trying to be thoughtful about timing, respectful of colleagues, and mindful of the pace of the meeting. Their intention was to protect the working relationship and keep the team moving forward.

At the same time, those good intentions meant that valuable information sometimes arrived after the moment when it could most easily shape the decision.

Staying Present Through Tension
We began experimenting with a simple change. As the conversations approached a conclusion, the CEO asked one additional question. She would pause and ask whether anyone saw a risk, trade-off, or perspective that the group had not yet explored. During the first few meetings, the room remained quiet, which is a normal response when a team is adjusting to a different expectation for dialogue. Eventually, one director spoke up about a staffing change discussed earlier in the meeting. The question led to a deeper conversation about scheduling, workload, and patient flow that had not yet been considered fully.

The quality of the discussion improved because the CEO responded with curiosity rather than defensiveness. She asked questions and invited others to build on the point. That response demonstrated that thoughtful disagreement was part of responsible leadership.

Understanding Conflict Styles
A similar dynamic appeared in another organization I recently worked with. A regional operations team had been struggling with decisions that seemed to stall after meetings. When we looked more closely, the team realized that many members relied heavily on a single conflict style. Several leaders preferred to avoid tension when discussions became uncomfortable, while others tended to accommodate the direction that appeared to have the most support in the room.

We used the Thomas-Kilmann Conflict Mode Instrument to help the team explore their patterns. The TKI framework identifies five approaches people often use when navigating conflict: competing, collaborating, compromising, avoiding, and accommodating. None of these modes is inherently right or wrong. Each one can be effective depending on the situation. (Thomas & Kilman, 1974.)

What the team discovered was that they were using only a narrow portion of that range. Avoiding and accommodating helped them maintain positive relationships, but it also limited the depth of their conversations. As leaders became more aware of the different modes, they began experimenting with collaboration and constructive competition when a decision required deeper examination.

Over time, the meetings changed. Discussions sometimes took longer because leaders were willing to ask harder questions and test assumptions together. At the same time, decisions became clearer, and follow-through improved because the thinking behind them had been examined more thoroughly.

Brené Brown describes this kind of engagement as a “rumble.” She defines a rumble as a conversation in which people remain curious, assume positive intent, and work through challenges together rather than avoid them. The purpose of the conversation is not to win an argument. The purpose is to understand the issue well enough to move forward with clarity. (Brown, 2018.)

When leaders demonstrate that difference can be explored with respect and steadiness, several positive shifts occur. Teams begin to bring forward perspectives earlier. Decisions benefit from broader insight. Engagement increases because people see that their thinking influences outcomes. Trust strengthens because conversations happen in the open rather than in private follow-ups.

Leaders sometimes ask how to build stronger trust across their teams. One practical step is to make room for the full range of perspectives that already exists in the organization. When leaders remain present in moments of tension and respond with curiosity, they send a clear signal that differing viewpoints are a valuable part of strong leadership dialogue.

That experience builds confidence. Over time, people learn that raising a question or offering a different interpretation is not a disruption to the work. It is part of the leadership responsibility they share.

 

Reflection
Before your next leadership conversation, consider where a broader range of perspectives might strengthen the discussion. Notice which conflict styles appear most often in your team and whether expanding that range might help the group examine important issues more fully. 

Leaders who remain steady and curious during disagreement help their teams develop the confidence to stay in the conversation together.

References
Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument.

Citations

  1. Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
  2. Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument.

Shared from March 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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The Most Overlooked Leadership Lever

Debbie Fennell on March 29, 2026

Why the First Six Months For Middle Managers Matter More Than We Think

Across industries, organizations are rediscovering a powerful truth: middle management is the operational bridge between strategy and execution. When this layer is strong, strategy translates clearly, culture travels consistently, and performance stabilizes. When it is under-supported, friction increases across the system.

The influence of this layer is measurable. Gallup research indicates that managers account for at least 70% of the variance in employee engagement (Gallup, 2023). That means the middle layer is not simply administrative. It is determinative.

Middle management effectiveness does not begin on day one of promotion or hire. It begins with how organizations define, select, and integrate leaders into roles that require far more than technical expertise.

Research referenced by Gartner indicates that nearly 50% of first-time managers struggle significantly within their first 18 months. The issue is rarely intelligence or effort. More often, it reflects insufficient preparation for the relational and decision-making demands of leadership (Arruda, 2023).

What shifts this trajectory?

Consider these three factors: selection, integration, and success clarity.

1. Selecting candidates for leadership ability and technical excellence
Many middle managers are elevated for their executional strength. Yet leadership requires emotional regulation, communication discipline, influence without authority, and judgment under pressure. Organizations that assess readiness for people leadership, not just performance metrics, build stronger long-term capacity.

2. Treating the first six months as an integration window
New middle managers step into expanded complexity, even when they bring leadership experience from another organization. They translate strategy, coach performance, manage tension, and protect team energy. Structured onboarding, mentoring, and defined leadership development pathways signal that leading people is valued and recognized as a practiced capability, not an assumed trait.

3. Defining success with precision
Clarity accelerates confidence. When organizations clearly articulate what success looks like, including behavioral expectations, decision rights, and cultural standards, middle managers can align effort with impact. Precision builds momentum and reduces the strain inherent in ambiguity.

Empowering middle management does more than reduce early missteps. It strengthens retention, reinforces culture, and multiplies leadership capacity across the system.

The next big move is intentionally designing how the middle management team is selected, integrated, and supported.

Reflection
If you strengthened only one of these elements in the next six months, which would most improve middle management effectiveness and why?

References
Arruda, W. (2023, February 15). Why most new managers fail and how to prevent it. Forbes. https://www.forbes.com/sites/williamarruda/2023/02/15/why-most-new-managers-fail-and-how-to-prevent-it/

Gallup. (2023). State of the global workplace report. Gallup.

Shared from March 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Empathy is a Skill—Not a Mood

Debbie Fennell on March 29, 2026

Author:  Jill Bachman, MSN, BSN

Empathy has received well-deserved attention as a cornerstone of emotional intelligence, especially in leadership and workplace dynamics. It is very important to recognize the emotions of others and understand what they might be feeling. Yet empathy is often misunderstood as purely emotional: a shared feeling of sadness, joy, or frustration.

In professional settings, however, “feeling what others feel” is not always helpful and can even be counterproductive. Emotional contagion, or absorbing another person’s distress, may lead to burnout, impaired judgment, or inaction.

For workplace effectiveness, it is essential to understand this: Empathy is not primarily an emotion. It is a cognitive and behavioral skill.

What is Empathy?
A practical, actionable definition of empathy includes three distinct components:

  1. Cognitive Empathy

The ability to understand what another person is feeling and why.
This is perspective-taking, a mental exercise, not an emotional one.

Example:
“I understand that missing a deadline would increase her stress because leadership is closely monitoring this project.”

Cognitive empathy requires curiosity and analysis, not emotional absorption.

  1. Emotional (Affective) Empathy

The experience of feeling what another person feels.

While natural and sometimes valuable, this form of empathy can be draining. In professional environments, it is not always necessary, and in excess, it may cloud clear thinking.

  1. Compassionate Empathy (Empathic Concern)

The motivation to respond constructively once you understand the person’s experience.

This is the goal of workplace empathy:
Understanding → Thoughtful Action

In this sense, empathy can be defined as the ability to accurately perceive and understand another person’s emotional and mental state, and to use that understanding to guide an effective, supportive response.

Because it is skill-based, empathy can be developed.

How to Develop Empathy
Strengthening empathy means refining observation and analytical skills.

  • Practice Active Listening
    • Move beyond hearing words. Notice tone, pacing, hesitations, and body language.
    • Reflect back what you hear: “It sounds like you’re feeling overwhelmed by this timeline.”
    • This confirms understanding and builds trust.
  • Engage in Perspective-Taking
    • Intentionally step into the other person’s context. Ask yourself:
      • What pressures are they under?
      • What matters most to them right now?
      • What constraints might I not see?
    • This is cognitive work, not emotional immersion.
  • Seek Clarifying Information
    • Avoid assumptions. Ask open-ended questions:
      • “How is this affecting you?”
      • “What concerns you most about this situation?”
    • Curiosity strengthens accuracy.

How to Deploy Empathy
Empathy is most powerful when it translates into action.

  • Validate Before You Fix
    • People want to feel understood before they want solutions:
      • “That sounds incredibly frustrating.”
      • “I can see why that would feel discouraging.”
    • Validation does not mean agreement, it signals respect.
  • Make Your Communication Helpful
    • If someone is anxious, respond with calm clarity:
      • If someone is discouraged, offer structure and direction.
      • Empathy adapts your delivery, not your standards.
  • Collaborate on Solutions
    • Rather than prescribing a fix, invite partnership:
      • “What support would be most helpful right now?”
      • “What’s one step we can take together?”
    • This reinforces agency and shared ownership.

When You’re Not “Feeling It”
This is where professional empathy matters most.

You may not relate to the emotion. You may not agree with the reaction. You may be tired yourself.

And still—you can be empathetic.

  • Acknowledge the Gap
    • Privately recognize:
      • “I don’t personally feel this, but I accept that it is real for them.”
    • Your role is not to mirror emotion. It is to respond constructively.
  • Focus on the Underlying Issue
    • When emotions run high, look beneath the reaction. Is there a missed deadline? Conflicting instructions? Resource strain? Unclear expectations?
    • Addressing root causes is more productive than reacting to visible emotion.
  • Apply the Process
    • Use cognitive empathy deliberately:
      • Step 1: Listen.
      • Step 2: Take perspective.
      • Step 3: Validate.
      • Step 4: Collaborate on next steps.

When empathy becomes procedural rather than emotional, it becomes sustainable.

The Bottom Line
Empathy does not require you to absorb another person’s distress.
It does not require emotional agreement.
It does not require you to be in the same mood.

It requires attention, understanding, and intentional response.

When practiced as a skill, rather than as a feeling, empathy becomes both powerful and sustainable.

And yes, you can absolutely practice it, even when you’re not “feeling it.”

Reference
Goleman, D. (2012). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam.

 

Shared from March 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Transitioning: Grateful. Grounded. Proud of the Work.

Debbie Fennell on March 29, 2026

As I transition from full-time consulting, my passion remains steady.

It has been the honor of my professional life to help create environments where people can flourish—and where patients and families ultimately receive the very best from those who care for them.

After a lifelong career in healthcare from bedside nursing to senior leadership and consulting, I’m thoughtfully transitioning into a new season of purpose and joy.

That season includes giving back in new ways, often with my golden retriever, Faith, by my side. Gentle, people-loving, and especially fond of children, she and I are beginning our work as a therapy-dog team.

Grateful to be joining High Desert Therapy Dogs and to continue supporting our community—together.

~ Amy

Shared from March 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Expanding Leadership ROI: The Returns That Truly Sustain Performance

Debbie Fennell on March 2, 2026

Leadership return on investment is gaining long-overdue clarity. While traditional measures often focus on speed, output, and visible progress, organizations are beginning to recognize a broader and more powerful truth: the greatest leadership returns are reflected in how sustainably and effectively work gets done over time.

Short-term indicators like rapid decisions and quick initiative launches can be useful, yet they tell only part of the story. Strong leadership creates something deeper; environments where teams move forward with shared clarity, fewer restarts, and greater confidence. Instead of constant firefighting, leaders and teams experience steadier momentum, healthier energy, and more consistent follow-through.

Research continues to reinforce this shift in perspective. Insights from Gallup show that high-trust, engaged teams significantly outperform others in productivity and retention. These outcomes are not just cultural wins; they translate into real operational strength, continuity, and financial stability. When leadership fosters trust and engagement, organizations spend less time replacing talent and more time advancing their mission.

True leadership ROI shows up in the conditions that make success repeatable:

  • Alignment around a clear and compelling direction
  • Trust that allows teams to collaborate openly and solve problems early
  • Decision-making clarity, especially under pressure
  • The ability to sustain change without burning people out

When leadership investments are effective, friction decreases. Follow-through improves. Teams feel steadier and more capable of navigating complexity. Leaders can operate with both focus and resilience, sustaining performance without sacrificing well-being.

This expanded view of return is gaining traction across sectors. Instead of asking only, “Did we move fast?” organizations are asking, “Did we build clarity, reduce rework, and strengthen commitment?” Research from McKinsey & Company indicates that organizations with strong leadership alignment are far more likely to outperform peers during periods of uncertainty. Leadership steadiness is proving to be a strategic advantage.

At the heart of this evolution is an encouraging realization: leadership effectiveness and human sustainability are not trade-offs. They reinforce one another. Leaders grounded in values, emotional awareness, and disciplined decision-making tend to make clearer, more durable choices; choices that support both performance and people.

For those who want to explore this connection more deeply, this month’s ELEVATE Essentials features a recommended resource on how grounded leadership strengthens impact over time.


Executive Reflection:

Where might your organization be valuing leadership effort and output over leadership impact and human sustainability? What would change if those measures were more intentionally balanced?

References:

Gallup. (2024). State of the global workplace 2024 report. Gallup Press.

McKinsey & Company. (2023). Organizational health and performance during disruption. McKinsey Insights.

Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Review Press.

Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Winning Insights – Higher Education

Debbie Fennell on March 2, 2026

Beyond Pay: What Higher Education Leaders Can Influence Now

Higher education leaders continue to steward their institutions through a complex workforce environment, even as some indicators point to gradual improvement. According to the CUPA-HR 2025 Higher Education Employee Retention Survey, one-fourth of employees report they are likely or very likely to seek other employment in the next year, and more than half are at least somewhat likely to leave. While this represents a meaningful decline from 2023, it underscores the importance of sustained attention to retention strategies that support people and the mission.

Compensation remains the most commonly cited reason employees consider leaving. At the same time, the data offers an encouraging insight for leaders operating within tight financial constraints, as outlined in the Data Spotlight below.

This insight opens the door to practical, creative leadership choices that extend beyond compensation alone. A powerful question leaders can ask is, what can I control? After answering it once, continuing to ask, and what else, while drawing on the wisdom of those closest to the work, often reveals tangible opportunities already within reach.

Even in constrained environments, leaders have significant influence over how work is structured, how expectations are set, and how people experience support, gratitude, and recognition day to day. The data that follows highlights where these leadership levers matter most and why small, intentional shifts can strengthen retention efforts.

Data Spotlight: What Is Really Driving Retention Risk in Higher Ed

Recent findings from the CUPA-HR 2025 Higher Education Employee Retention Survey reveal a more nuanced picture of retention than headline numbers alone suggest.

  • 25% of higher education employees report they are likely or very likely to look for other employment in the next year, down from one-third in 2023.
  • 56% of those considering leaving have already submitted at least one job application, and another 37% have actively explored opportunities.
  • While pay remains the leading reason employees cite for seeking other employment, job satisfaction and well-being are stronger predictors of retention than pay alone.
  • Employees are significantly less likely to consider leaving when they feel valued, supported, connected, and confident in leadership ethics and values.

Source: CUPA-HR Higher Education Employee Retention Survey Findings, September 2025

The data reinforces what many leaders already know. Institutions that invest in supervisor support, workload management, flexible work options, recognition, and career development strengthen their retention position without relying solely on compensation increases. Retaining talent in higher education is shaped by both financial decisions and the everyday employee experience that leaders influence directly.

Conversation Starters for Leadership Teams
  • What is within my control? And what else?
  • Where are we asking people to absorb more without adjusting expectations, recognition, or development?
  • Which of our policies around presence, workload, or flexibility reflect tradition rather than current workforce realities?
  • How empowered are supervisors to advocate for flexibility, manage workload, and support their teams sustainably?
  • Where might small, targeted changes meaningfully improve job satisfaction and retention?
  • How consistently do our leadership actions reinforce trust, ethics, and inclusion?

In the context of ongoing workforce complexity, these questions help leaders build on the good work already underway, foster meaningful dialogue, demonstrate care, and strengthen culture while navigating continued uncertainty with credibility.

Reference:

Schneider, Jennifer & Bichsel, Jacqueline. (2025, September). The CUPA-HR 2025 Higher Education Employee Retention Survey. CUPA-HR. https://www.cupahr.org/resource/higher-ed-employee-retention-survey-findings-september-2025

Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Reading Pick: Strong Ground by Brené Brown

Debbie Fennell on March 2, 2026

In times of uncertainty, leaders need more than answers. They need steadiness. Strong Ground invites leaders to reflect on how they stay anchored in their values, emotions, and decision-making when pressure is high and clarity feels elusive. Rather than offering quick fixes, Brené Brown encourages leaders to strengthen the internal stability that supports courageous, consistent leadership.

Consider these leadership reflections:

  • Strong ground begins with self-awareness. Leaders benefit from understanding what steadies them so they can support others with greater presence and clarity.
  • Values are not aspirational statements. They are daily behavioral commitments, especially visible when leaders are under pressure.
  • Leadership clarity is strengthened through emotional literacy. Accurately naming what is happening internally often improves judgment, communication, and trust externally.

Actions to Consider

  • Create a shared leadership reading journey using Strong Ground to build common language around values, emotional awareness, and courageous leadership. This can be inclusive, engaging, and energizing.
  • Integrate brief reflection moments into leadership meetings to connect decisions back to stated values. Awareness develops over time through intentional practice.
  • Encourage leaders to pause and name emotional signals during challenging conversations to improve clarity and trust. Going beyond surface-level emotions can be especially helpful. For example, frustration may also reflect:
    • Powerlessness
    • Disappointment
    • Overwhelm

While leaders never assign or judge others’ emotions, increasing the precision with which emotions are named can be a powerful step toward restoring balance and effectiveness.


Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Not Everyone is Ready for a Mentor. Are you?

Debbie Fennell on March 2, 2026

Author:  Fred Amador, MC, ACC, BAP

 

What is a Mentor?

Think of a mentor as a “guide on the side.” They are experienced individuals who provide wisdom to help you navigate your career and personal development. While we often imagine a mentor as a senior figure, they can be older or younger than you—experience isn’t always tied to age. A recent Forbes article indicated that 76% of professionals think mentoring is important, while only 37% of people have one. 

This article focuses on formal mentoring relationships: structured connections, whether online or in person, that begin with a clear definition of goals and expectations.

Key Questions for Self-Reflection

Before you reach out to a potential mentor, take a moment to interview yourself. Clarity is the foundation of a successful partnership.

  • What are my specific goals? Identify what you need right now. Are you looking to master a new skill, navigate a promotion, or improve your work-life balance?
  • Is a mentor what I actually need? Consider the level of support required. Do you need a mentor, a coach, a thought partner and committed listener, a sponsor: someone who can advocate and open doors for you, or a therapist: who provides mental health support for past and ongoing challenges. 
  • Am I ready to be mentored? Mentorship requires action. Are you prepared to follow through on suggestions and be held accountable?
  • What defines “trust” for me? How will you determine if this person is a safe and reliable mentor?
  • Can I advocate for myself? How comfortable are you asking for what you want? A mentor can guide you, but you must be willing to take the first step. 
  • What traits do I value? Beyond professional expertise, what personal characteristics (e.g., communication style, values, temperament) are essential in a partner?

Take your time. Seek feedback as needed. Determine which of these questions, if any, would benefit from a deeper probe. 

Finding the Right Fit

Success in mentorship depends on clarity. Once you know what you want, you can begin identifying candidates within your workplace, professional associations, or local community.

Don’t be discouraged if the first person you approach isn’t the right match. It often takes several conversations to find the right mentor.” Above all, ensure your prospective mentor has both the time to invest in you and the genuine willingness to share their journey.

Drop us a line and let us know what additional suggestions you have.

Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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Voices of Leadership – Client Spotlight: Circle the City

Debbie Fennell on March 2, 2026

Circle the City (CTC) continues to model what mission-driven leadership looks like in practice. Across the Greater Phoenix area, their leaders and teams show up with presence, compassion, and clarity, caring deeply for people experiencing homelessness. It demonstrates a relentless commitment to their prosocial purpose and to meeting people where they are.

Circle the City was founded by Sister Adele O’Sullivan in 2010. As a family physician, she began caring for people who were unhoused and living on the streets.  Supporters offered donations to cover the costs that would help unhoused individuals.  For example, the donations would cover medications, eyeglasses, and X-rays.  Sister Adele stored the cash in a shoebox. The shoebox grew into what we know now as Circle the City. Today, they see almost 9000 patients annually!

What stands out about CTC is how intentionally they spotlight both mission and people. Through public storytelling, interviews, and everyday visibility, they elevate the dignity of those they serve while also celebrating the teams doing the work. Their leadership reflects a belief that caring for community and caring for staff are deeply connected, not competing priorities.

A special shoutout to CEO Kim Després, the executive leadership team, and the entire CTC team for their humble, steady, and relentless care for those facing homelessness in their community. Their leadership reminds us that impact is built through consistency, visibility, and values lived out every day.

If their mission resonates with you, consider supporting their work.

Donations help Circle the City continue providing compassionate, life-saving care to some of the most vulnerable members of our community.


👉 Learn more or donate to support their mission.

 
Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.

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