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Leading Greats #150
What changes when leaders name reality before they manage it?:
Ronnie Kinsey, MBA
February 03, 2026
Welcome to Leading Greats, my Tuesday weekly newsletter.
Here I offer actionable leadership, business, and personal development insights and tools from my decades of experience as a learner, leader, and high-performance coach.
It’s been a priceless accumulation. I am pleased to share this with you.
How Strong Leaders Reframe Meetings. Name What Can Go Wrong and What Can Win.
Most meetings do not fail because people lack skill.
They fail because the frame is weak.
Leaders often open with updates, metrics, or urgency.
What gets skipped is orientation.
Teams walk in carrying assumptions.
Some are worried. Some are guarded. Some are unsure where to aim their thinking.
A simple reframing habit corrects this fast.
Start your next team meeting by naming one measurable risk and one measurable opportunity out loud.
Not abstract.
Not theoretical.
Measurable.
This matters more than it sounds.
When a leader names a real risk, people stop guessing.
They conserve energy that would otherwise be spent reading the room.
When a leader names a clear opportunity, focus sharpens.
Effort aligns around something concrete, not just activity.
This is not pessimism.
It is precision.
Positive framing is not about avoiding tension.
It is about placing it where it belongs so progress can happen.
Here is what this tiny behavior shift does in practice.
It stabilizes the room.
People think better when uncertainty is acknowledged early.
It accelerates contribution.
When risk and opportunity are explicit, participation becomes purposeful instead of performative.
It improves decision quality.
Time moves toward resolution instead of circling around unspoken concerns.
Over time, this habit builds a different kind of leadership credibility.
Teams trust leaders who say what is real.
They commit faster when opportunity is defined with care.
You also model something important.
That facing risk does not slow momentum. It protects it.
Strong leaders do not wait for perfect certainty before speaking.
They frame the work honestly and invite others into shared responsibility.
If you want fewer side conversations, fewer surprises, and better use of meeting time, look closely at how you open the room.
The first minute sets the ceiling for the next sixty.
Try this reframing this week.
Name one risk that can be observed or measured.
Name one opportunity that can be acted on or tested.
Then pause.
Watch how the room shifts.
Reflection to carry forward
What risks are your teams quietly managing alone?
And what opportunities are staying vague because no one named them first?
Leadership often advances through small, repeatable moves.
This is one worth keeping.
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