Failure. Just the word is enough to make most of us wince.

From childhood spelling tests to quarterly performance reviews, the fear of getting it wrong has been baked into how we show up, grow up, and (far too often) lead. We equate critique with condemnation, feedback with final judgment. And as a result, we end up avoiding the very conversations that could unlock our greatest growth.

But here’s the truth: feedback isn’t failure. When done well, it’s fuel.

At DCH Coaching, I spend a lot of time helping leaders rewire how they think about feedback. Because if your team equates critique with danger, they’ll protect themselves instead of improving themselves. They’ll play it safe. They’ll say less. They’ll hide the very insights that could move your culture forward.

And that silence? It’s expensive.

We love a good hustle. The all-nighter. The back-to-back Zooms. The inbox zero badge of honor. In many professional spaces, exhaustion has become a status symbol. If you're not running on fumes, are you even trying?

But here's the catch: burnout isn't a badge. It's a warning light. And leaders (especially the most passionate, purpose-driven ones) are often the last to see it flashing.

At DCH Coaching, I've seen the pattern play out across industries. Leaders who once led with fire now run on smoke. Teams that once thrived now barely survive. And behind it all? A culture that confuses depletion with dedication.

History isn’t just a storybook. It’s a mirror, and sometimes a magnifying glass. As Juneteenth approaches, many leaders glance back at the past with reverence. Fewer, however, ask what it means to truly lead forward with the weight of that past in view.

At DCH Coaching, I work with leaders who want to create meaningful impact. And around this time each year, there’s a particular invitation worth sitting with: How do we honor the legacy of freedom, resilience, and resistance in our leadership today?

Because legacy isn’t a monument. It’s a practice.

Let’s cut to the chase: managers are checked out. Not all of them, but enough to set off alarm bells from the boardroom to the break room. According to the latest Gallup report, global employee engagement has dropped for the second time since 2009. And the group leading the disengagement parade?

Managers.