Michael Cooper's Linkedin Analytics

“I’m keeping my team focused and helping them manage stress. I’m doing what I can to keep the team going. But I’m drained. There’s no one helping me think through the hard stuff. And I don’t know how long I can keep this up without it taking a toll.” You’re making decisions. You’re solving big problems. You’re expected to stay calm and focused. But no one’s challenging your logic. No one’s asking the hard questions. No one’s helping you step back and focus on what actually matters. It's a huge problem: nearly 2/3 of leaders have no one to help them think. (Vistage) So you do what most leaders do. You search Google. You read Reddit threads. You talk to ChatGPT at 1am. You've convince yourself that being smart and capable means you have to figure it out alone. But most leaders were never trained to think through this level of complexity, pressure, and change. Now you’re stuck in decision fatigue, systemic misalignment, and reactive work. Articles and late night AI chats won't help. This reality requires a different way of thinking. Here’s what we do in coaching sessions: 1. We work through the decisions you’re struggling trying to make alone 2. We talk it out and think through the real constraints, tradeoffs, and politics 3. We surface blind spots before they become bigger problems 4. We help you get clear on the problems you’re solving, how you’re showing up, and what needs to happen next An Executive Director of a large foundation told me yesterday: “Just talking through this with you helped me get clearer. The questions you asked really helped me make better decisions. I’m grateful for your help.” That’s the work. Real-time support for the decisions that matter most — to you, your team, and your organization. If you’re thinking through too much alone, message me. We’ll work through it together. #ExecutiveCoaching #LeadershipDevelopment #HighPerformanceLeadership #Strategy

“Every few months, something new gets added to my plate. More projects. More people. More expectations. But no one’s telling me what success actually looks like. I’m making it work, but I’m guessing. And the feedback I get is vague at best.” That's a quote from a client a few weeks ago. And if you're like most leaders I know, you’ve taken on more lately. But nothing got redefined. No new goals. No updated metrics. No alignment conversations. You’re doing more, but still being measured by your old job. And deep down, the fear creeps in: “I’m working twice as hard and I don't know if I'm doing the right things to really move the needle.” It's more common than you may think: Only 50% of employees strongly agree they know what’s expected of them at work. (Gallup) And it gets worse when roles expand without proper clarity or support. So what happens? You try to do it all. You say yes to everything. You avoid asking for clarity just in case it makes you look unsure. You hope your work speaks for itself. (Hint: it doesn't.) Here's how under-performers respond: – Avoid clarity conversations altogether – Wait for someone else to set direction – Assume effort will magically cover the gap And most leaders: – Say yes to everything to prove their value – Work harder, hoping it’ll get them noticed – Guess what matters most, then overcompensate But high performers: – Define what success looks like, even if no one else has – Reset expectations directly with their managers and stakeholders – Clarify their scope and priorities on paper (not just verbally) – Track outcomes, not just tasks If you’re dealing with this right now — here’s how we coach leaders through it: 1. Audit what you’re actually doing, not what’s in your job description 2. Map your scope: what’s yours, what’s unclear, and what needs to go 3. Define what success should look like in this version of your role 4. Reset expectations with your manager or stakeholders using a simple alignment doc or email 5. Track progress monthly so your accomplishments become visible 6. Ensure your manager and stakeholders are aware of your progress by communicating clearly what you've done, what you've said no to and how you've delivered results This works because it addresses: The work. The structure. The required conversations. And the fear that says, “You’re not allowed to clarify this.” You are. And if you want help, I’ve got space for a few coaching sessions this week. We’ll clarify your role. Build your alignment plan. And help you lead from there. Message me if you want one. #ExecutiveCoaching #LeadershipDevelopment #StrategicLeadership #HighPerformers #PerformanceUnderPressure #RoleClarity #LeadershipTools

“I’ve got too much on my plate. My team’s trying. I’m trying. But the pace is relentless. There’s no space to think. No room to breathe. And I don’t see how we keep this up without something slipping—or someone burning out.” That’s what a VP of Ops told me before she hit her wall. Here’s what it looked like: * Meetings from 8 to 6 * Real work after 7 * Strategic priorities buried under reactive chaos * A capable team showing real signs of fatigue * Decisions made on the move, with no time to think * No space to step back—just survive the week The fear she didn’t say out loud? “I’m the one holding this together. And I don’t know what happens if I can’t anymore.” This wasn’t about time. It was structural overload. Too many inputs. Too few filters. No operating system to protect her focus. Most leaders try to solve this with better calendars, more grit, or late-night cleanup. But high-performing leaders do it differently. In three coaching sessions, we rebuilt how she led: 1. A 3-part decision filter to clarify what deserved her time 2. A weekly meeting cadence the team could run without her 3. A triage model to stop gray-area problems from bouncing back 4. A handoff protocol that made delegation stick 5. Focus blocks to protect actual strategic thinking—not leftover hours 6. And a ruthless prioritization reset: three priorities, not ten By week two, she cut 10 meetings. Reclaimed 12 hours a week. (a full day and a half!!!) And for the first time in months—she wasn’t completely overwhelmed. She didn’t need to push harder. She needed an operating system upgrade that let her lead—without breaking. If this feels familiar, I’ve opened a few coaching sessions this week for leaders navigating overload. Message me if you want one.

Most leaders are never taught how to delegate well. So they wing it, then wonder why it keeps bouncing back. Delegation isn’t a soft skill. It’s not about handing off tasks. It’s a core leadership discipline that builds capability, grows trust, and frees up your time for what only you can do. In my latest article for Reworked, I unpack the hidden mistakes even experienced leaders make and the behaviors high-performers use to delegate effectively at every level. Delegation done right doesn’t just lighten your load. It builds decision-making, trust, and judgment on your team. If you’re still holding onto work your team could be learning, you’re not saving time, you’re slowing down your own trajectory. High-performing leaders know delegation isn’t about giving away work. It’s about transferring ownership and building capability. Here's a quick takeaway: 👉 Every time you save your team from redoing work, you rob them of the chance to learn how to do it right. That’s bad leadership. If you’re delegating the same way you did 5 years ago—it’s time for an upgrade. 🧠 Read the article below 🧰 Then ask yourself: “What am I holding onto that someone else could own—with the right support?”

Delegation is one of the most important skills that most leaders aren’t taught to do well. My latest article in Reworked tackles delegation at every level of leadership. I hope you find it helpful.

Most leaders I coach are overwhelmed right now. They’re under immense pressure. Doing the work of three or more people. Trying to lead through change while barely keeping it together. But the problem isn’t effort. It’s capacity. It’s clarity. It’s support. Interestingly, only 28% of leaders say they feel confident making strategic decisions under pressure.(McKinsey) That’s not a performance issue. That’s a training gap. Here’s what I see every week: Underperformers: • React all day • Avoid delegation because it takes too long to explain • Stay buried in execution • Wait until things break before speaking up • Make last-minute, scattered decisions Most leaders: • Delegate, but the work bounces back • Try to think strategically, but never have the space • Say yes to too much • Work harder to outrun the overwhelm • Get stuck doing everything except the work that actually moves the needle High-performers: • Prioritize with precision • Delegate with structure and follow-through • Schedule and protect time to think • Communicate early, directly, and with context • Make confident decisions rooted in business value The difference isn’t talent. It’s method. And it’s teachable. Here’s what we walk through in a High-Performance Executive Coaching session: Step 1: Audit your workload We pull up your calendar and task list. We find the friction, identify the rework, and name what’s quietly draining your capacity. Step 2: Clarify what matters most We define high-value work for your current role and goals. What drives results in the next 90 days? What earns trust, traction, and visibility? Step 3: Rebuild your decision filters We give you a way to sort priorities and requests so you stop reacting, and start leading based on what really matters. Step 4: Delegate with clarity We shift from vague handoffs to fully structured ownership. Your team steps up. You step out of the weeds. Step 5: Schedule and protect time to think We build the structure that gives you space to think, decide, and lead. If you can’t think, you can’t lead. Enough said. This is what high-performers do differently. Not just to stay afloat, but to lead with confidence when the pressure’s high. If this felt uncomfortably familiar, that’s a signal. We coach leaders through this every week. And it works. Let me know if you want an Executive Coaching Session to help get you out of the weeds and into the real work your role demands. #OverwhelmedLeaders #ExecutiveCoaching #LeadershipDevelopment #HighPerformanceLeadership #Delegation #DecisionMaking

“After our 6th round of layoffs, I inherited a much bigger team and a slew of new projects. I have no support. And they're just expecting me to figure it all out by myself.” That’s how an SVP started our coaching session two months ago. She just laid it out. I could hear the frustration and exhaustion in her voice. Two teams. Conflicting priorities. Too many meetings. No time to think. No one clarifying what success actually looks like. Her calendar was packed. She was deep in the weeds and everyone acted like this was somehow normal. I hear some version of this in almost every coaching call. And here’s what she said next: “I’m doing everything I know how to do. And it still doesn’t feel like I’m making any headway.” It's become the norm: • 58% of managers have never received formal leadership training (HBR, 2023) • 71% of companies say their leaders aren’t ready for the future (DDI, 2024) • After layoffs, responsibilities tend to increase by 37% (Gartner, 2022) Leaders are expected to do more, with less, under immense pressure and still deliver results. Here's how most leaders respond: • Work longer hours • Quietly hope things will return to normal • Say yes to everything (to avoid being laid off) • Avoid pushing back so they don’t look like they’re struggling That never works. Here's how we solved her biggest problems in our coaching sessions: • Defined the work only she could do • Looked at what the team could realistically take on • Helped her reset expectations with her executive team • Taught her team how to make decisions that align with new business goals, so she’s not pulled into everything By the 4th coaching session, she had much clearer expectations. Space to focus on work that actually required her skills and expertise. And fewer meetings (even a few hours of open space on her calendar for strategic thinking). Pro tip: If your scope expanded and no one had a conversation about what that changes for you, you’re quietly being set up to fail. Here are a few coaching questions to help: 1. Which meetings require you attention and which ones don’t? 2. Where are you spending time on low-value activities and what can you eliminate, delegate or postpone? 3. Who on your team has bandwidth? What are they ready to take on? If you need support to work through your challenges, I’ve opened a few 1:1 coaching sessions this week. Message me if you want to walk through how to restructure your role so you're no longer set up to fail. This is solvable. Let’s solve it together.