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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Choosing Pace With Intention

Debbie Fennell on February 4, 2026

Leadership is often measured by how quickly we respond. We celebrate leaders based on our perception of productivity measures. How we decide and how fast. How much we can carry. Yet some of the most meaningful leadership moments happen away from urgency, in the quiet choices about how we show up for others and for ourselves. 

When speed becomes the norm everywhere, leaders desperately try to keep pace. Relationships thin, and listening turns into tolerance. Decisions happen faster, but not always better. Over time, this pace follows leaders home, shaping how present they are with family, friends, and even themselves. Guilt creeps in alongside the thought, “You should be working. You have so much to do.”

Leadership beyond the boardroom asks a different question. Not how fast can I move, but what pace allows me to lead well and live well.

Learning into Action:
Where might slowing down, even briefly, strengthen your leadership, your relationships, and your ability to lead with purpose in the year ahead? When might you pause rather than give an immediate response?

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When Speed Becomes a Leadership Signal

Debbie Fennell on February 4, 2026

Inside organizations, speed is never neutral.  Whether leaders intend it or not, pace communicates priorities, safety, and expectations. (Edmondson, 2019; Perlow, 2012). Over time, teams learn what is valued not by what leaders say, but by how quickly they are expected to respond, decide, and deliver.

When speed becomes the default expectation, subtle cultural shifts begin to occur. Questions feel risky. Reflection feels inefficient. Leaders and teams move quickly to avoid being perceived as resistant or uncommitted. Psychological safety erodes not because leaders are uncaring, but because the environment no longer makes space for thoughtful contribution (Edmondson, 2019)

Real World Experiences
One leader recently shared that they received direction from their executive late on a Friday evening. Wanting to be responsive and demonstrate commitment, they spent the weekend completing the request. When they followed up, the response was appreciative, but casual. “Thanks, this could have waited until Monday.” The unintended message was clear. The appearance of availability and a quick response mattered more than boundaries or sustainability.

In another instance, a team rushed to implement a process change after an informal hallway conversation with a senior leader. No one paused to ask clarifying questions. No one checked alignment. Within weeks, the change had to be undone due to the downstream impact that had not been considered. The team moved fast, but it did not translate to effectiveness.

These moments are rarely malicious. They are cultural signals. Over time, they teach teams that urgency is safer than judgment, and speed is rewarded even when it creates unnecessary strain or rework. Leadership capability is not developed in environments driven by reflexive action and command-based urgency (Brown, 2021).

Recent U.S. workforce research shows that only 19 percent of employees strongly agree they trust leadership to make decisions in their best interest (Gallup, 2025). While many factors influence trust, pace plays a meaningful role in shaping it. When urgency consistently overrides clarity, teams experience misalignment, rework, and fatigue.

While many factors influence trust, pace plays a meaningful role in shaping it, particularly when urgency consistently overrides clarity and inclusion (Gallup, 2025; Edmondson, 2019). Trust weakens when people feel decisions are made too quickly to allow full consideration of the impact.

Culture is shaped in moments like these. When leaders pause to invite input, clarify priorities, or slow a decision long enough to assess risk, they send a powerful signal. Speed is not the enemy. Unexamined urgency is.

What Leaders Can Do Now:

  • Call it out. Name when speed is required and when it is not
  • Normalize questions and reflection as responsible leadership behaviors
  • Build intentional pauses into meetings and decision cycles
  • Decide and communicate the appropriate speed

Learning into Action
Where might your current pace be shaping culture in ways you did not intend? What can you personally do to mitigate those unintended effects?

References
Brown, B. (2021). Atlas of the heart: Mapping meaningful connection and the language of human experience. Random House.

Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

Gallup. (2025). Only 19% of U.S. employees strongly agree they trust their organization’s leadership. Gallup Workplace.
https://www.gallup.com/404252/indicator-leadership-management.aspx 

Perlow, L. A. (2012). Sleeping with your smartphone: How to break the 24/7 habit and change the way you work. Harvard Business Review Press.

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When Speed Saves and When It Creates Risk

Debbie Fennell on February 4, 2026

In healthcare, speed is often treated as synonymous with excellence. Fast decisions. Rapid throughput. Immediate responses. In many clinical situations, speed is essential and lifesaving. Yet outside of true clinical urgency, unchecked pace can introduce risk, burnout, and costly rework.

Healthcare leaders are increasingly recognizing the difference between clinical speed and organizational urgency. The former protects patients. The latter, when left unexamined, can destabilize teams and systems.

Across healthcare organizations, we frequently observe a similar pattern. Operational decisions are made rapidly to keep pace with constant change. Leaders are often recognized for their responsiveness, yet frontline teams report growing confusion, fatigue, and inconsistent execution. Initiatives move quickly into implementation, but just as quickly lose traction because shared understanding and alignment were never fully established.

One of the most persistent challenges healthcare organizations face is sustaining change initiatives. Speed can create movement, but without clarity and engagement, it rarely creates durability.

In response, many healthcare leadership teams are reevaluating how they use speed. We work with leaders to intentionally slow specific decision cycles, clarifying which decisions require immediate action and which benefit from broader input. Leaders are also learning to build brief, structured pauses into operational meetings to assess downstream impact before moving forward. These moments of discipline often increase effectiveness, confidence, and buy-in.

Speed works best in healthcare when it is intentional and situational, not cultural. When everything is treated as urgent, nothing receives the thoughtful attention it deserves.

Key Takeaway:
In healthcare, speed should be applied where it protects care and patients, not where it compromises clarity, sustainability, or trust.

Learning into Action:
When the next initiative surfaces, ask a simple question. Is urgency truly required, or would a more deliberate pace improve outcomes, reduce burnout, and strengthen execution?

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Rituals as Regulators of Pace and Builders of Connection

Debbie Fennell on February 4, 2026

When organizations feel fragmented, rushed, or disconnected, leaders often respond by adding more communication, more meetings, or more initiatives. Yet one of the most effective ways to strengthen connection and regulate pace is far simpler and far more powerful. Rituals.

Rituals are intentional, repeatable practices that reinforce shared values and expectations. Unlike routines, which focus on efficiency, rituals create meaning. They help teams feel grounded, connected, and aligned, especially in environments where speed and pressure are constant.

Well-designed rituals serve two critical leadership functions. First, they regulate pace. Rituals create natural pauses that allow teams to slow down thinking at the right moments. A brief check-in at the start of a meeting, a structured reflection before a decision, or a consistent close that clarifies ownership all help prevent reactive leadership. These moments ensure speed is applied thoughtfully rather than reflexively.

Second, rituals build community and connection. When teams engage in shared practices, they experience predictability and a sense of belonging. People know what to expect and how they are expected to show up. Over time, rituals strengthen trust by signaling care, consistency, and follow-through.

Leaders sometimes resist rituals, fearing they will slow progress. Others dismiss them as “fluffy” activities that feel hard to justify when there is already too much to do. In practice, the opposite is often true. Teams with strong rituals spend less time correcting misalignment, repairing misunderstandings, or restarting initiatives. The time invested upfront consistently pays dividends in clarity, trust, and execution.

How to Apply This Now:
Identify one moment in your team’s workflow where pace often feels rushed or unclear. Introduce a simple ritual that creates structure and intention.

Examples include:
 • Opening meetings with a brief mission moment or purpose check
 • Pausing before decisions are finalized to ask what impact has not yet been considered
 • Ending discussions with clear commitments and ownership – who, what, and when

Rituals turn intention into a positive lived experience. They help leaders shape culture, regulate pace, and strengthen connections without adding complexity.

Learning into Action:
Commit to one leadership ritual for the next 60 days and observe how it changes clarity, engagement, and momentum.

Enjoy our YouTube video below, then visit Thunderbird Leadership’s YouTube channel to watch all of our YouTube videos!

Action Bias and the Hidden Cost of Always Moving

Debbie Fennell on February 4, 2026

In a recent December 23, 2025, post on LinkedIn, we highlighted a pattern many leaders feel but rarely articulate: action bias.

At the executive level, action bias rarely looks irresponsible. It often shows up as responsiveness, decisiveness, and urgency in the name of performance. Speed becomes the default setting because leaders feel pressure to reduce uncertainty, protect outcomes, and reassure the organization that things are under control. Additionally, some executives have a natural tendency for fast-paced environments. It “feels” more productive.

Over time, however, speed that is not anchored to strategy can quietly undermine the outcomes leaders are trying to protect.

What makes action bias particularly costly at the executive level is that it becomes embedded in systems. Decision cycles compress. Calendars fill. Response expectations tighten. Downstream leaders learn that speed is valued more than deliberation. The organization becomes efficient at moving, but less skilled at seeing.

The issue is not whether action is needed. It is whether speed is being used as a strategic advantage or as a cultural reflex. When pausing is interpreted as resistance, leaders stop asking better questions. When endurance is rewarded without regard for sustainability, we push past the warning signs, and burnout is the result. When teams are pushed to deliver quickly without clarity, rework increases, trust erodes, and risk rises.

A recent HBR article titled, Get Off the Transformation Treadmill, by Darrell Rigby and Zach First, in the January-February 2026 issue, candidly addresses the transformation treadmill and shares four actionable strategies for organizations to consider:

  1. Master Systems-Management
  2. Detect Emerging Realities Before Transformations Become the Only Options
  3. Increase Agility to Keep Problems Small
  4. Grow Value – Don’t Just Shift It from One Stakeholder Group to Another

Executive stewardship requires a different posture. It requires leaders to set a deliberate pace and normalize reflection as a strength. This is not about slowing everything down. It is about choosing when speed serves the mission and when it sabotages judgment. Mature leadership cultures create the space to think, assess, make informed decisions, and then act decisively.

At Tbird, we help leadership teams uncover these patterns even when they have become hardened into culture. Pausing is not the absence of leadership. It is one of its most responsible expressions of leadership.

Executive Reflection:
Where might intentionally slowing down improve decision quality, protect your leaders, and increase the long-term speed of execution?

Reference:  Rigby, D., & First, Z. (2026). Get off the transformation treadmill. Harvard Business Review. https://hbr.org/2026/01/get-off-the-transformation-treadmill

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