When only female conductors who behave like men are acceptable, that is another level of gender bias. The argument that "we are hiring more women now, aren't we?" is not an excuse to overlook this bias.

If I were to give a masterclass on rehearsing, it would be all about experience design - considering the musicians' experience from the moment they engage with you to the moment they leave you. There are 4 components to this: clear communication, awareness of needs, designing around purpose, achieving flow state.

When we ask others "What do you think?" - what are we really looking for? We are looking for validation. We hope them would agree with us. Now this implies that we already know what we really think! Could we be asking for opinions before we've become sure of our own?

Goals with specific deadlines don't work for me. I was taught adhering to a timeline is the ultimate sign of success. I realized that that is why deep down I always feel like a failure. And maybe this rule is faulty. I explore why in this post (and how it can apply to orchestras).

When I enter a new professional environment or even engage with a new person, one of my most nagging thoughts is "do I belong here??" That could actually be a dangerous question. I share why and the alternative question of: can I make a difference here?

How often are we surprised by someone we thought we knew really well? The reality is that we can never fully know someone even after some time interacting with them. So we can't expect that to happen in a high-stakes situation like an audition or a public performance. Why don't we give us more than one chance?

I came across the idea that "a good employee is codependent" (and it wasn't presented in a positive light). I share how I have been conditioned to seek rewards and how it leads to codependent behavior. I consider what it means to be a “good” employee, and how good employees are not codependent.

I share Malcolm Gladwell's idea about how the world is shifting from a "strong-link" game to a "weak-link" game. I subscribe to this proposition. I believe this is a path forward for our industry too. I reflect on why this idea is so validating for me in this post.

"The questions you ask someone suggest the journey you want to go on with them." I've been using this as a guiding principle for networking, which has always been hard for me. I know I'm not alone in that feeling. It helps me feel more centered, purposeful, and genuine in connecting with other people. It also allows me to find my people.

We spend much of our lives trying to fit into boxes, to follow directions, to satisfy imperatives from external sources. At some point, we stop interrogating ourselves to truly understand what drives us, what makes us tick, what we want to contribute to the world. I share 4 paths that will help your purpose be sustainable and resilient - because you are fueled by you from within.

We expect that the love for our art is enough to keep us going - forever. And we perhaps even think that loving it is our purpose in life. I don't think it's that simple. In this post, I share 4 ways this idea limits us and why it's important to recognize that our love for the art is not our purpose.

It feels so good to show up authentically, os why doesn't it often work out for me? I've realized that the problem lies in that different often equals bad. I explore this idea and share how dissent is a sign we may be going in the right direction.

As a conductor, I wholeheartedly identify as a servant leader. It feels right and I'm proud of it. Servant leadership is also often misunderstood. I explore why and share how the powerful qualities of service are also what makes it difficult to grasp.

I took the risk of trying some new approaches. In reflection, I panicked and thought, "Oh no, I did it all wrong!" Then I had an epiphany that changed everything. In this post, I share why I need to get it wrong and what is the silent dilemma we all face when we want to do better.

As humans, we are so resistant to change. One way to reduce this resistance is to call change an experiment. In this post, I share the 4 things that happen when we say, "let's try an experiment."

One of the pitfalls for a leader is to jump to the rescue too quickly. When I get to the end of a rehearsal, I'd ask, "Any concerns, requests, questions?" I asked the musicians to identify problems, but I didn't give them permission or the chance to offer solutions. In this post, I share the difference between asking people to be issue-spotters and problem-solvers.

When things don't work out as we hoped, humans naturally look to blame someone. The solution is not to ignore the problem either. So we must "confront the brutal facts" as Jim Collins describes it in Good to Great. How can we do it without falling into the blame trap? I share 4 guidelines from Collins we can use to remove blame.

I'm trying to take concrete steps to increase psychological safety in my musical workspaces. I can do this technically "correctly" and it still may not work. I answer why not and explore my expectation of people meeting where I am, plus how to shift toward meeting people where they are.

When we were children, we learned inadvertently that love is conditional upon our behavior. We learned quickly how to please to get the love we desire. Love became something we "earned" through something we did - like a transaction. It's no different in our professional lives. What do we do about it?

Studies have shown that any resume gets about 7 seconds of viewing time. We want to see someone have experience in that same position elsewhere. The more documented experience, the more qualified we believe them to be. I think the key word here is "documented." In this post, I uncover what are some intangible, undocumented qualifications, and I share 3 ways to bring those forward.