Saber Coaching

Imposter syndrome isn't actually a syndrome, it's a phenomenon.

And sometimes that not-ready feeling isn't a glitch in your confidence. It's accurate data about the room you're in.

Before you fix yourself, check your environment.

Every team says they want more trust, but few take the time to define it.

A useful equation from The Trusted Advisor: credibility plus reliability plus intimacy, divided by self-interest.

Have leaders reflect on their own trustworthiness and identify one or two actions to grow it.

Then pair them up to share one at a time while the other listens without interruption. The tone softens and trust starts to grow.

What's one action you could take this week to build trust? Share your thoughts in the comments below 👇

Many executives honestly answer 70% or higher when asked what percent of their identity is their work.

That is identity foreclosure - committing to a career path without ever exploring what actually matters.

What you do is not who you are.

Has your work ever become your whole identity? Share your thoughts in the comments 👇

Imagine getting into an ATV, blindfolding the driver, and telling them to go.

That is the exercise Mike runs with leaders to show them what delegation actually feels like from the inside.

Most leaders think delegation means assigning tasks and stepping in when things go wrong.

But that is not delegation.

That is control with extra steps.

Real delegation requires something far more uncomfortable - giving up visibility.

Not knowing exactly what is happening at every moment.

Not being the one with their hands on the wheel.

When leaders go through this exercise, they experience firsthand what it feels like to lose that sense of control.

They have to learn how to offer micro-corrections instead of directives.

They have to trust that progress is possible even when they cannot see every move being made.

It is unsettling.

It is challenging.

And it is a little bit frustrating.

Which is exactly the point.

Because that is what real delegation feels like for the people you lead too.

The leaders who scale are not the ones who do the most.

They are the ones who have learned to make progress toward a target without keeping their hands on every part of the wheel.

Where in your leadership are you still afraid to let go Share your thoughts in the comments 👇

A weekend is not enough.

We have convinced ourselves that two days is sufficient to recover from five days of high-intensity output.

But most of us are not even getting two real days.

We are spending weekends catching up on Slack, clearing Teams messages, working through emails, and chipping away at overdue tasks.

Maybe we carve out a half day to recharge.

And then we call that rest.

It is not rest.

It is just getting by.

Research from the University of Utah points to something called the three-day effect.

It takes a full 72 hours in the wild - away from screens, signals, and the noise of work - for the prefrontal cortex to finally relax.

That is the part of the brain responsible for decision-making, focus, and executive functioning.

And it cannot do its job properly if we never give it a real break.

But here is the part most people skip over.

No phones, or it does not work.

Not less phone time.

Not airplane mode with occasional exceptions.

No signal.

Because the moment you check in, the clock resets.

When you actually commit to 72 hours fully disconnected, something shifts.

You get back to center.

Creativity spikes.

Executive functioning is restored.

You start thinking more clearly, leading more intentionally, and showing up with more of yourself than you have in months.

That is not a vacation.

That is a performance strategy.

When is the last time you took 72 hours without a signal? Share your thoughts in the comments 👇