Change is scary, not because things will be different, but because we must be different.

Over the course of the last four or five years, I’ve learned that structure is actually my friend. By putting boundaries around my time, talents, and treasures, I’ve freed myself to focus on life’s priorities.

My boss Wendy walked into my office one day and handed me a cash-filled envelope. It wasn’t a life-changing amount of cash, but the reason she gave it to me — and a similar envelope to every department member — was particularly notable.

Since our organization has finally consented to let staff participate in your annual evaluation, we thought we should let you know what to expect. We often thought it was interesting that we were evaluated by our superiors, who are the most aware of our jobs, while management was evaluated by their superiors, who only have a vague understanding of their leadership capabilities.

I recently learned about a neuroscientist named Dr. Carolina Leaf, who conducted over 30 years of research on how a change in perspective can lead to a change in our lives.

By accepting where we are in the moment, keeping an eye open for opportunities to move past our fears, and making the best of the resources available to us, we can all successfully tackle any obstacle we encounter, whether it’s on the running trail or our office desk.

The rapid pace of change is one of the foremost reasons a succession plan, not only for replacing the general counsel, but also senior level attorneys, is essential.

Sports teach us so much about leadership and life.

The more leaders help employees feel properly and adequately informed, the better employees are able to deal with impending changes.

In paving the way for change recipients to be ready for change, the leader has to consider how it will move people through processing the information they will need to survive the transitions.

As leaders, it should be unacceptable to be unaware of or to care less about how what we do impacts others, particularly when the solution is simple. We should want to do something to improve — which goes back to knowing that we need to do better, and caring about if we do.

This article includes some questions that will help you and your employees create a better evaluation process.