Part I: The Tension
Last time, I shared something that’s been quietly shaping the start of this year:
Many leaders are navigating expansion and contraction at the same time.
Momentum is real.
Responsibility is real.
And so is the weight.
This week, I want to build on this observation by zooming in on how leaders respond when that tension is present.
Part II: What Showing Up Actually Looks Like
Throughout January, I took a number of meetings that made very little sense on a P&L.
No clear agenda.
No direct line to revenue.
No projected ROI.
Given my deep commitment to focus in this growth stage within PurposeBuilt, that’s not nothing.
I felt the tension between showing up and focusing on growth.
And yet, those meetings were definitely not mistakes.
People needed support.
Clients needed steadiness.
Friends needed a place to land.
When the world feels heavy, leaders don’t just manage direction.
They hold people.
Now, knowing how to do this without losing sight of yourself or your goals—that’s leadership mastery.
Holding people isn’t about being endlessly available.
It isn’t about saying yes reflexively.
And it isn’t about abandoning discernment.
Showing up is a capacity decision.
It asks: Can I be here fully for what is truly needed?
Part III: The Capacity Decision
I didn’t say yes to those meetings just because it was the right thing to do.
I said yes because I knew I could be present enough with each person to make the time matter.
For many leaders, showing up is an automatic “yes”—it’s a reflex, not a choice.
We say yes because we care, even at our own expense.
Or because we’ve tied our value to being the person who always has the answer.
Either way, this brings us back to the central question:
Can I be here fully for what is truly needed?
If the answer is no, then showing up isn’t an act of leadership—it’s self-sacrifice.
When we show up without the capacity to be present, we aren’t “holding” anything. We’re checking a box while our minds are already on the next thing.
And that lack of presence is felt.
It creates a thin connection that eventually erodes the very trust we’re trying to build.
Leadership is the ability to discern:
- True Need vs. Noise: Can I make a real impact in this moment?
- Surplus vs. Sacrifice: Am I giving from a genuine overflow, or am I depleting the reserves I need to lead the rest of the business?
The metric isn’t the importance of the task; it’s your ability to show up and move the needle.
Part IV: The Practice
When you feel the pull to show up, especially in moments that don’t make perfect logical sense, the work is knowing:
- your own capacity
- the other person’s capacity
- whether the yes you’re considering is truly aligned
Ask yourself:
- This person really needs me—can I hold them with clarity and compassion?
- How is my energy in this moment? Can I show up to this fully?
- Does my intuition say this is important, even though logically they should be able to handle this on their own?
This isn’t a test of discipline or selflessness. It’s a check for internal alignment.
When a person’s need and your ability to show up to it match, your responsibility becomes sustainable.
Part V: Until Next Time
I hope this helped put words to some of the tension you may be feeling.
Remember:
- Not everything that matters moves in a straight line.
- Not every decision needs to justify itself in advance.
- Not every moment is meant to be optimized.
The goal isn’t to over-give, or to force a straight line to the ROI; it’s to be present and effective when it matters most.
More soon.