Thomas McCorry

There’s a strange pattern that shows up in almost every part of modern life. People stay in routines they don’t like. They hold onto habits that drain them. They remain in jobs that no longer fit, relationships that no longer grow, and environments that no longer support who they’re becoming. They know something isn’t working — sometimes for years — yet they keep choosing the familiar path anyway. It’s not laziness.  It’s not fear in the dramatic sense.  It’s something quieter, more subtle, and far more powerful. It’s comfort. Not comfort as in softness or ease. Comfort as in predictability. Comfort as in “I know how this works, even if I don’t like it.” Comfort as in “I can navigate this with my eyes closed.” Comfort as in “the alternative requires me to confront something I’m not ready to face.” This is the comfort crisis: the gap between the life we tolerate and the life we want — and the invisible gravitational pull that keeps us orbiting the familiar. And the truth is, mo...

  Every leader eventually faces a moment they’d rather avoid — the quarter that didn’t go as planned. Revenue misses. Operational breakdowns. Customer sentiment slipping. A key initiative stalling. Sometimes it’s the result of external forces; sometimes it’s the result of internal misalignment. But the outcome is the same: the organization feels it. A bad quarter doesn’t define a leader. How they respond to it does. The leadership reset is not about damage control. It’s about recalibration. It’s the disciplined process of rebuilding trust, restoring clarity, and re‑establishing momentum after the organization has absorbed a hit. And in high‑performing environments, the reset is not a sign of weakness — it’s a sign of maturity. Why a Reset Matters More Than the Miss Itself Teams don’t lose confidence because numbers dip. They lose confidence because silence fills the space where leadership clarity should be. A bad quarter creates three predictable reactions inside an organizat...