Surfers can't control the ocean, but can learn to read and ride its waves, which mirrors a skill leaders must learn about their business as well, writes Steven Gonzalez, the president & CEO of HealthView Home Health and Hospice & Palliative Care, who notes that waiting for perfect conditions leads to missed opportunities, especially in fast-moving areas like AI. "The goal is not to surf faster, but to stay on the wave longer, guiding others with clarity and purpose," Gonzalez writes.

Put it into practice: You can't control market shifts, technological advances or evolving human needs, Gonzalez writes, but you can accept unpredictability, listen carefully before acting and respond with humility. "Respecting the 'ocean' of context doesn't make a leader passive, it makes them more agile."

Poor vision among leaders can prevent them from recognizing how managers are treating employees, which may lead to organizational problems such as eroded confidence and a lack of prompt, aligned action, says S. Chris Edmonds, an executive consultant with The Purposeful Culture Group. Edmonds highlights the importance of proactive observation and feedback systems, sharing an example of a client who uses a simple online feedback form to stay informed about employee and customer experiences.

Put it into practice: One of Edmonds' clients created a system to address feedback gaps: every outgoing email includes a link to a simple feedback form. This allows both customers and staff to easily share positive recognition or frustrations, which are promptly reviewed and routed to the relevant parties for response, so leaders stay informed about workplace culture.

Giving feedback requires courage, especially if the input is negative, since no one wants to get a defensive response, writes Shari Harley, founder and president of Candid Culture, who recommends putting people at ease by asking for feedback, defining what type it should be, thanking them for giving it and deferring any response to negative feedback for later. "You're not being dismissive; you're ensuring your emotions don't take over. If you want to have a second conversation, have it within a week," Harley advises.

Put it into practice: When you receive negative feedback, tell the person you want to think about what they've said and you will get back to them, Harley writes, noting that anything you say in the moment may sound defensive. "Putting a conversation on hold will require a good deal of self-control, but the rewards are great."