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Most days, I feel like my job is to focus on the team—how they’re doing, how they’re fitting, what they need to thrive. At Black Kanyon, we spend a lot of time thinking about whether we have the right people in the right seats, and once they’re there, how we build strong team health around them. I’m constantly asking myself questions like:
How do I help them grow?
What moves can I make so they can reach their highest potential?
How do I motivate people to want more, do more, and be better? And I’ve always been proud of that. I’d say 95% of my attention is on them. Maybe 5% is on me. But lately, I’ve been wondering if that ratio is wrong. What if the first place I should be looking is at myself? Am I the right person for this seat?
Am I showing up in a way that makes people feel energized and inspired?
Am I modeling the kind of culture we say we want to build? What can I do to show this better? That kind of self-questioning is uncomfortable—but also freeing. It frees us from pretending. It gives us permission to stop ignoring our blind spots, to name them honestly, and to do something about them. I’m starting to believe this:
You don’t have to be a flawless leader. But you do have to be a self-aware one. The willingness to look in the mirror, and ask for help when you need it, that’s what makes growth possible. That might be the most powerful thing we can do—invite the team into our growth, not just theirs. Leadership isn’t about pretending to have it all figured out. It’s about being honest enough to keep figuring it out—together.
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