The Surprising Secret to Overcoming Inertia (It Has Nothing to Do with Willpower)

 

I want to tell you about something I discovered one morning while doing yoga in my cold house.

I’d been putting off my practice for days — weeks, if I’m honest. Every morning I’d wake up with good intentions, feel the temperature in the room, and decide that I’d start tomorrow. The conditions weren’t right. I needed to feel ready.

One morning I forced myself to get on the mat anyway.

I did a few slow, stiff movements. Everything felt hard. My body was resistant. My mind was making a compelling case that this was pointless. But I kept going. And somewhere in the middle of it, something shifted. My muscles warmed up. My breath deepened. The things that had felt impossible five minutes earlier started happening on their own.

The room hadn’t changed. The temperature was the same. The conditions were exactly as uninviting as they’d been when I’d been talking myself out of it for weeks.

I had changed.

And I thought: isn’t this always how it goes?

The physics of getting unstuck

There’s a principle in physics that states an object at rest tends to stay at rest — and an object in motion tends to stay in motion. We usually think of inertia as the problem (the thing keeping us stuck on the couch), but the same principle that keeps us still is the one that keeps us moving once we start.

The mistake most people make when they’re trying to overcome inertia is waiting for the right conditions before they begin. They’re waiting for clarity, or motivation, or the perfect moment, or enough time, or the right mood. They think that feeling ready is the prerequisite for starting.

It isn’t.

Readiness is a result of beginning. Not a condition for it.

What this looks like in real leadership

I work with executives who have important projects sitting in a drawer — things they know matter, things they genuinely want to do — that have been waiting for the right moment for months. Sometimes years.

The reason is rarely laziness. It’s usually that the project feels big, and starting feels risky, and not starting feels safer than starting badly.

But here’s what I’ve observed: the leaders who make the most meaningful progress are rarely the ones who waited until everything was perfectly aligned. They’re the ones who took a small, imperfect action and let that action create the momentum for the next one.

They got warm.

The question worth asking

When I’m stuck on something — a conversation I’ve been avoiding, a piece of work I keep circling around, a decision I can’t seem to make — I’ve learned to ask myself a different question than “What should I do?”

Instead, I ask: What’s the smallest action I could take right now that would get me into motion?

Not the perfect action. Not the complete action. Just the one that would move the needle from “still” to “in motion.”

Sometimes it’s writing one paragraph. Sometimes it’s making one phone call. Sometimes it’s simply opening the document and reading what’s there.

The moment you take that action, the game changes. Because now you’re in motion. And motion has its own momentum.

One small thing

Think about something you’ve been wanting to move forward on — a project, a conversation, a change you’ve been contemplating. You know the one.

Now ask yourself: what’s the smallest action I could take on it today? Not to finish it. Not to get it right. Just to get warm.

Then take that action. Before you read another article or have another meeting or check your phone again.

The environment won’t change. But you will.

 

I explore this idea, and the deeper patterns that keep high-achieving leaders stuck, in my book: The Pinocchio Principle: Becoming a Real Leader.

 

---

 

Want insights like this in your inbox every week?  →  Subscribe here.

 

 

 

Why Running on Autopilot Is Costing You More Than You Know

 

There’s a particular kind of exhaustion that has nothing to do with how many hours you’ve worked.

It’s the exhaustion of going through the motions. Of making it through your day – back-to-back meetings, decisions, emails, conversations – and arriving at the end of it feeling like you somehow weren’t really there for any of it.

If you’ve ever driven home and couldn’t remember a single thing about the drive, you know what I mean. Your body showed up. Your autopilot showed up. But you, the thoughtful, intentional, alive version of you, had checked out somewhere around 2 p.m.

I’ve been thinking about this a lot lately, because I keep hearing some version of the same thing from leaders I work with:

“I’m doing everything I’m supposed to be doing. So why does it feel like I’m disappearing?”

That question deserves a real answer.

What autopilot actually costs you

We tend to talk about autopilot as a productivity problem…  you’re not getting things done, you’re procrastinating, you’re distracted. And sure, those things show up. But what I’ve observed, both in my own life and in working with executives for over thirty years, is that autopilot is really an identity problem.

When you’re running on autopilot, you’re not actually leading. You’re reacting. You’re executing. You’re managing the inbox of your life. But the deeper, more purposeful part of you – the part that has vision, that asks “why does this matter,” that can read a room and feel what’s really needed – that part goes quiet.

And here’s what makes it so insidious: it happens gradually enough that you don’t notice it happening. One day you look up and realize the last six months were a blur. That you can’t remember the last time you felt genuinely excited about a project. That your best ideas stopped coming.

That’s not a scheduling problem. That’s a signal.

The three signs your leadership is on autopilot

1) You’re doing more, but feeling less. You’re technically more productive than ever – more efficient, more organized, more responsive. But something feels flat. You finish things and feel relief instead of satisfaction. The work has stopped feeding you.

2) You’ve stopped asking the question underneath the question. Leaders operating from their fullest capacity are always curious. They’re asking not just what needs to get done, but why it matters, who is affected, and what’s really going on beneath the surface. When you’re on autopilot, you stop going below the surface. You take things at face value because you’re moving too fast to look deeper.

3) Your relationships feel transactional. Not because you don’t care – you do. But when you’re in autopilot mode, interactions become things to get through rather than opportunities to genuinely connect. People can feel the difference, even if they can’t name it.

What I know to be true

There’s a part of you that is wiser, more creative, and more capable than the version of you that shows up on autopilot. I call it your Genius. It’s not some idealized fantasy of who you could be under perfect conditions. It’s actually more available to you than your autopilot self – it just requires that you show up for it.

The good news is that breaking out of autopilot doesn’t require a sabbatical or a personality transplant. It usually begins with something much simpler: noticing that you’re on it.

That noticing is the first act of real leadership.

Something to sit with this week

What is one thing you keep meaning to get to, one piece of work that feels genuinely important to you, that has been getting pushed to tomorrow for longer than you’d like to admit?

Don’t answer that question in your head. Write it down. And notice how it feels to let it land.

That feeling is information. It’s your Genius, signaling.

Want reflections like this in your inbox every week? Subscribe here 

 

---

If this resonates and you want to go deeper, I wrote an entire book about the journey from autopilot to authentic leadership: The Pinocchio Principle: Becoming a Real Leader

 

How To Become a More Strategic Leader

 

 

One of the major challenges executives struggle to overcome is sacrificing the strategic for the operational. If you are falling into this trap, understanding and working through your resistance is the first step to freedom.

Operational is clean. It has defined edges and finite solutions. You can check the boxes and feel a sense of closure and control with an operational approach.

Strategic on the other hand is often messy. It involves stepping into uncertainty. There is usually no one right answer. It pushes you out of your comfort zone. And it requires that you slow down instead of speeding up, something that flies in the face of what we’ve been conditioned to do.

To avoid this discomfort, many executives prefer being busy to being strategic. It provides the illusion of being productive and a burst of adrenaline that is a nice (yet ultimately unsatisfying and addictive) placebo for real progress.

But busyness isn’t going to help you hit the target necessary to advance your business. Because until you slow down long enough to assess your environment and allow your intuitive mind to partner with your rational mind, you may not even realize what your true target is, let alone how to get there.

Malcolm Gladwell echoed the wisdom of Albert Einstein his iconic book Blink: The Power of Thinking Without Thinking. He wrote, “The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.”

Knowledge is the product of absorbing information. Understanding is the product of insight. And insight comes from the integration of information with experience, from slowing down long enough to practice reflection and discernment. That’s an important key to successfully navigating the changing landscape of “business as usual”.

We live in an age of information. You can find an abundance of resources – articles, books, dissertations, webinars, workshops, best practices, etc. on any given topic. This information tends to be descriptive of what worked in the past to address challenges faced by people and organizations whose situations are rarely identical to our emerging challenges and opportunities.

Acting on information without discernment is like taking someone else’s prescription given for a diagnosis that you aren’t entirely certain matches your own.

Yet all too often we move full speed ahead with seeming solutions that don’t really address the underlying problems (and could make the problem worse). Ask yourself how many times you’ve overlooked or disregarded inklings that told you something is just not right.

To keep this pattern from hijacking your effectiveness, recognize and honor the importance of slowing down when you feel compelled to speed up. Take some time to check in with yourself and reflect on the changing nature of your environment. When you zoom out to see more of the big picture with an inquiry into what’s most important, you will likely recognize things you would have otherwise missed – and receive the insight necessary to know what needs to happen next.

To strategically blaze a trail into the future you must be willing to break away from the constraints of your past (including those you have unwittingly placed on yourself).

How to Get Yourself Out of a Funk – and Strengthen Your Leadership in the Process

 

We’ve all had one of those days where you wake up and just aren’t feeling it. Sometimes it’s harder to find your groove than others. This week’s video will give you three simple steps for moving through a funk with ease and grace – and in a way that will strengthen your leadership in the process.

Begin Again – How New Starts Supercharge Your Performance, Relationships, and Results

 

What if we leveraged the wisdom of “begin again” to the things we do every day? The projects we work so feverishly on? The relationships we nurture? The visions we create? The ideas we cling to long after we’ve realized they’ve outlived their relevance?

Nature shows us there is much to be gained by releasing what has come before to make way for what has yet to emerge. Each season gives way to the next. The brightness of each day is punctuated by darkness of the night, which in turn is dispelled by the light of the morning sun. We have periods of wakefulness followed by periods of sleep.

Each day is an invitation to begin again.

“Begin again” means knowing when it’s time to stop and put something down. Or to create a pattern interrupt – perhaps a point to assess our progress, to push pause, and go do something else for a while.

And then we return with new eyes that see from a wider perspective, and a refreshed mind that has been opened to a wider aperture. We find that we can see things differently as a result of seeing different things.

“Begin again” is about giving yourself credit for showing up and taking a stab at something. It’s refusing to satisfy the perfectionist’s mandate to have everything figured out and perfectly planned and executed and instead to just start moving in a direction (any direction), and see what happens.

Momentum is created and you begin to move. And if you realize you aren’t moving in the right direction, you can use that energy to simply turn and go a different way. “Begin again” is about picking up where you’ve left off with revitalized energy and a renewed focus – one that can take in things you previously screened out or just didn’t originally consider.

“Begin again” means giving yourself another chance, investing in what you could create. It means doing things for the experience itself and learning something in the process. It means approaching something knowing that the outcome you originally envisioned may not be the destination at all – it may just be the thing that got you in the car and willing to start something – anything.

“Begin again” is taking the lump of clay and seeing what it wants to become – giving it form and not getting too attached to what it’s supposed to look like. Realizing that at any point, you can mold it into something new.

“Begin again” is freedom from the tyranny we create when we lock ourselves into a process or a goal or a pursuit that just doesn’t seem to be working or moving forward.

Sometimes the obstacles we face – the hurdles that continue appearing, the walls we keep slamming into, the unforeseen events that interrupt our progress are there for a purpose. They are invitations to stop, do something else, allow insight and wisdom to land, give us new direction, new ideas, new energy – and to simply begin again.

Life is meant for more than checking boxes…

 

Can you remember the last time you were so excited about something that you could feel the hair on your arms or the back of your neck stand up? Or the giddiness of a five-year-old at the prospect of visiting an amusement park?

Maybe it got you out of bed in the morning or put a little spring in your step.

When the promise of a future state brings a smile to your face or makes your heart beat a little faster, lean in. Give yourself to the dream – and the dream will give itself to you, taking on a life of its own in ways that will surprise and delight you.

Author, philosopher, and civil rights activist Howard Thurman once said, “Don’t ask what the world needs. Ask what makes you come alive and go do it. Because what the world needs is people who have come alive.”

I couldn’t agree more.

Over the last couple years, I’ve been working on a passion project of my own – a career’s worth of seemingly disjointed but synchronistically connected experiences that have come together in delightful ways. You can check it out here.

What is calling to you right now? And how can you make the space necessary for it to reveal itself to you in all its grandeur?

Here’s to pouring some life into your passion projects!

 

Why Preconceived Goals and Plans May Not Get You Where You Really Want to Go – and What to Do Instead.

 

Have you ever noticed that even your best laid plans can fail to get you where you really want to go?

The reason SMART goals and the plans we create to achieve them often don’t match our desired future is that they are constructed based on an understanding of the present and the past.

Goal setting is a linear way of operating in a nonlinear world.

When you sit down and determine what you want to accomplish, how you’ll measure it and when you will have achieved it, you’re operating on a very simplistic and theoretical understanding of the way things work. You’re likely to assume the road you are traveling will be straight and smooth and that all you need to do is drive a certain speed and a certain course and you will get where you want to go.

But real life isn’t like that.

There are twists and turns. Roads dead end and turn into overgrown brush with no defined trails. What you thought would get you where you wanted to go may turn out to be incredibly inadequate.

If you stick to your preconceived idea of how everything will be when you embark on your journey, you may well end up stuck at a dead end. If you lean on the gas when you’re going around a sharp curve so you can meet your desired timeframe, you may end up flying off a precipice and landing in a ditch.

To succeed, you must abandon the past and immerse yourself in the present.

Navigating complexity requires that you transcend your preconceived idea of how you thought things would be when you started and adjust to the environment you find yourself in. Where you thought there would be one road, there may be five or ten. And a SMART goal won’t give you the insight you need to know which of them to take.

On the contrary, letting go of a misaligned goal or plan allows you to find new paths and blaze trails where none existed. It not only allows you to adjust to your environment, but it also allows you to adjust to your own growth.

Perpetual planning (and trail blazing) is more important than a plan of action because you cannot anticipate the future based on what you know from the past.

By definition, a plan is designed in advance of carrying it out. While you can take your best guess at how things will unfold and what the most fitting course of action is, you will not really know whether it is adequate until you have begun to act.

To harness the power of perpetual planning, get moving and build some momentum. As you begin taking action, you’ll get insight into what needs to happen next. Build regular time into your calendar to assess your progress and your plan, identify next steps and make necessary course corrections.

And when your map isn’t getting you where you most want to go, you’ll be much better off blazing a new trail.

The above contains excerpts from my special report, “Why Real Leaders Don’t Set Goals (and what they do instead)”

 

What if you don’t know what you really want?

 

Early in my career, I didn’t fully appreciate the power of having a vision for my work and life – and I think a lot of people tend to do what I did. They drift from job to job and go from one opportunity/ recognition/ highly visible project /mandate to the next, taking what life gives them and making the best of it.

When you ask them what they REALLY WANT, they’ll say, “I don’t know. Never really thought about it.”

Or, they may feel they don’t have the luxury of tuning into their vision because they think they just have to do work. Some may feel it hurts too much to visualize that beautiful version of their future because failing to achieve it would be more painful than never visualizing it at all. They don’t allow themselves to go there in fear it would set themselves up for disappointment.

I’ve come to realize that the real disappointment is depriving yourself the joy of embodying your true potential. And in the words of George Eliot, “It is never too late to be what you could have been.”

But how do you go about finding a vision that is true to you? 

Vision is something that comes from the inside out. Though others may try to impose a vision upon you, it doesn’t become real for you until it strikes a chord from within you. If you’ve spent a lot of time trying to convince yourself to do something that isn’t resonant for you, you may be trying to go at it from the outside in.

So, you need to interrupt that pattern and spend some time tuning into your own desires. Here are three suggestions to help you establish that connection:

• Consider what you find yourself drawn to, enjoying, or dreaming about? What do you want? And what will that give you?
• If it’s easier to think about what you don’t want, you can start there and contemplate what the opposite of that (what you want in its place) would look like.
• Reflect on what your most recent experiences could be preparing you for. Perhaps the hardships you’ve endured have provided insight into what you could do to help others find their way through tough times or to create what you most want to be a part of.

Tuning into your vision doesn’t mean you need to recreate everything in your life or quit your job. On the contrary, it will give you the clarity you need to make the most of your current environment and take action that will bring you more of what you want (and less of what you don’t).

It’ll bring the energy and enthusiasm necessary to move from being a passive participant in your own life to being the hero of your own story – and the kind of leader that helps others do the same.

For more on creating your vision and taking steps to bridge the gap between where you are and where you want to be, download my special report, “Why Real Leaders Don’t Set Goals (and what they do instead)”. 

Try Putting Possibilities Before Pragmatics

 

Think big. Ask yourself what the best-case scenario is.

What opportunities have gone unseized?

What possibilities are waiting to be ignited?

If you could wave a magic wand, what would happen?

Then ask yourself what is within your power to create, influence, or lead the charge for.

You don’t have to have all the answers, or even know all the steps.

You just need to start.

For more on creating your vision and taking steps to bridge the gap between where you are and where you want to be – and to receive updates on an upcoming webinar that’ll help you make the most of 2026, download my special report, “Why Real Leaders Don’t Set Goals (and what they do instead)”.

 

Do You Dare to Dream?

 

As children, most of us received mixed messages. You may have been encouraged to follow your heart and give life to your dreams in addition to being conditioned to be practical, hedge your bets, and take the safest route. Over time, many of us have allowed the roar of public opinion – that often tells us our dreams are frivolous, selfish, and unlikely to come to fruition – to silence that small still voice within.

But those among us who have risen against their odds have learned to reverse that process and believe in themselves and their dreams despite the overwhelming evidence around them that would suggest that success is improbable.

Listen closely to the silent whispers of your heart that beckon you to think bigger and act bolder – and to bust out of old paradigms that feel stale or stagnant.

Do what you can to gain clarity on what they are telling you.

And then take action.

For more on taking steps to bridge the gap between where you are and where you want to be – and to receive updates on an upcoming webinar that’ll help you make the most of 2026, download my special report, “Why Real Leaders Don’t Set Goals (and what they do instead)”.