Blog - Jackie Colburn

What I learned about curiosity, adaptability, and moving through the hard things.

Most of us learned to search as an antidote to our questions.

One of the biggest leadership traps is believing that progress requires consensus.

When we hear the word planning, we usually think of solutions, timelines, and next steps.

AI is being integrated into the ways we work at many levels, but just because your teams are using the tools doesn’t mean you’re seeing better results.

Even if your teams have returned to the office, I’m guessing virtual meetings are still a significant aspect of group collaboration and communication.

Why You Get Better Results When You Don’t Wear Both Hats at the Same Time Leadership often asks you to do two hard things at once: move the organization forward and lead in a collaborative way.

Planning is important.

My daughter making a sign that reads “Just a little love” — Photo by Jackie Colburn When we lean into our shared humanity, something shifts.

So, you say you want a roadmap: A clear and actionable plan your team can rally behind.

Being able to give direct feedback is one of the most important aspects of leadership.

You may know this pattern too well: once mid-November hits, momentum can dip.

Workshops are powerful moments for alignment, creativity, and decision-making.

You don’t always need to wait for a big strategy offsite to kick off meaningful conversations with your team.

Summer often feels like an invitation to reset.

Some of the most effective and motivating leaders know how to create an environment where people feel safe to think, speak, and contribute fully.

There’s a common misconception that leaders need to have all the answers all the time.

Strategic planning sessions often feel like a breakthrough—big ideas are mapped out, goals are set, and your team leaves feeling energized and excited.

How do you confidently improve and refine a mature product while mitigating risks and maintaining user trust?

Raise your hand if you've ever used avoidance, ghosting, defensiveness, or appeasement to steer clear of hard conversations and the tough feelings that can come with disagreement.

Being a facilitator isn’t about having all the answers or being the smartest person in the room; it’s about decentering yourself to help teams unlock clarity, alignment, and their best ideas.