Below, co-authors Suzy Burke, Rhett Power, and Ryan Berman share five key insights from their new book, Headamentals: How Leaders Can Crack Negative Self-Talk.

Suzy, president and co-founder of the leadership consultancy Accountability Inc., is an organizational psychologist and seasoned executive with an exceptional track record in a diverse array of businesses, from a Fortune 20 technology company to a highly successful beverage start-up. She is also a National Institute of Mental Health scholar and member of the Marshall Goldsmith 100 Coaches Agency.

Rhett is the CEO and co-founder of Accountability Inc. and was named the #1 Thought Leader on Entrepreneurship by Thinkers360. He is also a Marshall Goldsmith 100 Coach. His expertise has been featured in Forbes, Inc., Fast Company, Wall Street Journal, and on CNBC.

Ryan is the founder of Courageous and host of the Courageous Podcast. For over 25 years, Ryan has helped corporations who are stuck, scared, or stale to choose courage. He has counseled many companies, including Google, Proctor & Gamble, Kellogg’s, Kraft Heinz, LA Galaxy, and Snapchat, to name a few.

What’s the big idea?

Leaders aren’t failing because they don’t have a strategy or skill. They are stuck because of their internal battles—their self-talk—not because of the challenges happening with customers or in the market. Headamentals is about directing that inner voice so that it becomes a competitive advantage and helps you build great teams. Once you fix that conversation in your head, you fix how you lead, connect, and perform. Leading others starts with self-leadership.

1. Self-talk is the hidden saboteur of leadership.

We’ve always had societal-scale worry wars, but we like to refer to the pandemic as Worry War I. Now we are in Worry War II, which confronts the rising cost of food, the emergence of AI, the erosion of empathy at work, and political division.

If Worry War I was the pandemic, fueled by isolation and fears of illness, then Worry War II is pandemonium. It is all these forces—pushing us, nudging us, spiraling us out—and each of us is dealing with it in our own way. Layer on top of that the things we told ourselves as kids, what our parents might’ve said, which have stuck in our minds. You start to see why we’re spiraling and where our self-talk comes from. Think of that voice inside your head: Where does yours come from? That voice triggers how you show up in different situations.

Sometimes a self-talk spiral is triggered by what’s happening in the world right now, like when you try to watch the news. Or other times, even as an older adult, your self-talk can spiral when something reminds you of a challenging experience or feeling from your childhood. Self-talk, unbeknownst to those around you, can spiral out of control and become a hidden force holding back yourself and your teams.

2. Every leader has a monster.

The hardest part of being a leader isn’t the market pressure. It’s not the late nights, the impossible deadlines, or even your fiercest competitor. The hardest part is the voice in your head that makes you rewrite an email at midnight because of how it might land, pause before you speak (even when you’re the expert in the room), and turns every compliment into a question mark. This voice is the one that whispers, or sometimes roars, that you don’t belong.

That voice doesn’t just shape your day, it shapes everything. It determines whether you share your thoughts in that high-stakes meeting or let the moment pass; whether you inspire confidence or let doubt leak into the room; whether your team feels a calm, steady presence or the weight of uncertainty. It shapes the culture your team breathes every single day. What gets celebrated, what gets overlooked, and what never gets said out loud.

“Your self-talk becomes team talk.”

If you want a team that’s bold, resilient, and innovative, it doesn’t start with your strategy. It doesn’t start with your offsite. It starts with a conversation happening in your head—that’s your monster. And almost every leader has one. What matters is whether this voice is left in charge, because when your monster speaks, your team listens. Your self-talk becomes team talk.

According to the National Science Foundation, we have up to 60,000 thoughts a day: 80 percent of them are negative, and 95 percent are repetitive. That’s 48,000 mental reruns of doubt every single day. Given that reality, it is no surprise that most of us wrestle with imposter syndrome: 62 percent worldwide, 71 percent in the U.S. If you’re a high achiever, that percentage is even greater.

Albert Einstein, one of the greatest scientific minds in history, once confessed that he felt like an involuntary swindler. The man who reshaped our understanding of the universe worried that he was faking it. Sonia Sotomayor, the first Hispanic Supreme Court Justice, has also admitted to feeling like a fraud. She once said in a speech, “I’m always looking over my shoulder, wondering if I measure up.” And Howard Schultz, former CEO of Starbucks, admits that very few people get into the CEO seat and truly believe they belong. If Einstein can doubt his brain, Sotomayor can doubt her success, and Schultz can doubt his right to the corner office, then self-doubt isn’t a glitch. It’s the default. Your monster doesn’t care about your resume, titles, or trophies.

3. Your mindset isn’t fixed.

Your mindset is programmable, and you are the programmer. To program it, it’s important to understand why we’re plagued by our monsters in the first place. The answer is evolution. Our brains are wired for survival, not growth. Our brain’s default mode fixates on past threats to help us avoid future danger. If you were laughed at for speaking up in class, your brain filed that away so that now, when you’re thinking about speaking up in a meeting, that same voice might whisper don’t. If your first boss pounced on every small slip, your inner critic learned that imperfection equals incompetence. Years later, it still sounds the alarm.

“Don’t try to ignore your monster.”

Conventional wisdom says to cast your inner critic as a bully and either ignore, suppress, or conquer it. But our monsters are trying to protect us, not destroy us. The moment you step outside of what’s familiar—giving tough feedback, launching a bold idea, taking on a new role—you invite risk and vulnerability. That’s when your monster pipes up, saying, What if you fail? But staying safe trades impact for comfort and progress for predictability. The irony is that true psychological safety doesn’t come from avoiding risks, but rather from knowing that you can take them and still be okay. Don’t try to ignore your monster. Get curious about it.

The 3-C Maverick Method as a tool for reframing negative self-talk in real time: Catch, Confront, Change. When you think about something, it shapes how you feel about it, which in turn shapes how you act. When you recreate the story you tell yourself, you change the outcome. If you see setbacks as invitations to grow, then feedback stops feeling like criticism and begins building confidence. That’s the power of changing the conversation in your head. You often can’t control what happens to you, but you can control how you think about it and respond. This is the essence of cognitive reframing and our antidote to negative self-talk, and the cornerstone of our three-step method:

• Catch yourself when your mind is saying you’re not smart or tough enough to succeed. Your emotions are an alarm system. Anxiety is often the first indicator that the monster is moving in. Tune in, identify the counterproductive thought.
• Confront that thought. Challenge your monster with facts that prove it wrong.
• Change the narrative by reframing the story your monster is telling you.

4. There is more than one type of monster.

Sports coaches say you practice 95 percent of the time for the 5 percent of the time that you actually play. In business, it is almost entirely the opposite. Think about how long the orientation phase is as a company: you’re given an hour of orientation to find out where you’re supposed to go, and then practice is over. But we need more practice, specifically for retraining the brain to have stronger tools for dealing with self-talk.

There are five monster archetypes holding us back that we need to practice dealing with. We call these cognitive distortions CAMOS, because they camouflage or conceal your truth:

• Catastrophizer – assumes the worst will happen, even if it probably won’t.
• Always Righter – needs to be right, no matter what.
• Mind Reader – tries to tell you what you’re thinking, before you even know what that is.
• Over-generalizer – takes one bad thing and paints everything with it.
• Should-er – lives by unrealistic “should” and “musts,” creating unnecessary pressure.

5. Self-talk can be your leadership plutonium.

All leaders eventually discover that self-talk is their most powerful, volatile energy source. It can fuel extraordinary growth or cause quiet, invisible damage. Every day, there’s a voice running in your head—evaluating, judging, predicting, doubting, encouraging—and it never stops. As a leader or founder, that voice becomes the unseen soundtrack for your company.

We tend to think of our thoughts as private, but they’re not. They leak out in our body language, decisions, energy, and how we communicate. When a founder walks into a room and he’s full of stress, teams don’t just hear it; they feel it. If your self-talk is full of fear, your team starts to operate out of fear. If your self-talk is reactive, your team becomes reactive. But if your self-talk is grounded in belief and clarity, then your team learns to respond the same way. You can’t create a calm, confident, accountable team if you’re running around with a chaotic inner dialogue.

Culture starts with what you say to yourself in those private moments before the big decision, before the investor pitch, or before the tough conversation. Leaders who have built billion-dollar companies share the quality of disciplined thinking. They don’t let the wrong stories take root. They challenge their own narratives and are intentional about what they say to themselves because they know it shapes how they show up for everyone else.

Plutonium, like the power of self-talk, can power cities or destroy them. The teams that are winning are not just on the same page strategically, but are also on the same page emotionally and mentally. They’ve built shared language and a rhythm of confidence and clarity that amplifies everyone’s performance. That alignment is leadership plutonium. When your self-talk and your team’s talk are synced, you’ve created an unstoppable force.

By Kelly G. Richardson, Esq. CCAL, HOA Homefront Column  

Dear Kelly: Can a California HOA have a “no rental” policy? Our HOA is small, and an owner recently expressed interest in renting out their unit. In my experience, renters don’t have the same commitment to the community as owners do. J.R., Redondo Beach 

Dear J.R.: Civil Code Section 4740, enacted in 2012, provides, among other things, that rental prohibitions could only apply prospectively to owners who purchased their HOA property after the prohibition was put in force. This reinforced the notion that HOAs could completely ban rentals, with such bans only applying to subsequent buyers into the HOA. In 2021, the Legislature enacted Civil Code Section 4741, banning complete rental bans. However, Section 4741(b) allows a limit or “cap” on rentals of no lower than 25% of the residences. Since Section 4740 is still law, rental caps only stop future owners of HOA residences in the HOA from renting if rentals are already at 25% or more in the complex. Thanks, Kelly

Hello, Kelly: We are considering limiting the number of rentals in our condominium complex. We currently have about 36% rentals. Is there a way we can legally limit the number of rentals?  We have noticed the more rentals we have, the more damage is done to our property and the more trouble we have in common areas. We are also concerned we will lose our FHA/VA approval if we have too many rentals. Can you address the rental/owner occupied issue in an upcoming article? T.E., San Diego 

Dear T.E.: As mentioned in the above answer to J.R., Civil Code 4741 allows HOAs to have a rental cap as low as 25%. Many HOAs desire a reasonable limit on rentals not only to have a balance between owner-occupiers and tenants, but also to ensure the owners qualify for FannieMae or FHA guaranteed loans – which generally do not approve condominium projects for loans if non-owner-occupied homes exceed 50%. A rental cap should be part of an amendment to the CC&Rs, voted upon by the members. The impact of Civil Code Section 4740’s “grandfathering” of all current owners (regardless of whether they were already renting their unit) will usually slow the effective impact of the cap. Many of my clients have voted to approve caps ranging from 25-45%, and the caps are usually approved once owners understand that the cap only applies to future owners per Civil Code 4740. Sincerely, Kelly 

Hi Kelly, I live in a HOA with a 25% rental cap. The waiting list is large and growing and nobody has come off that list in over a year. I have requested several times an update on if the HOA has any verifiable numbers and they said they were going to send a mailer to owners and ask if they were renting their unit. The rental moratorium is having a negative impact on sales in our community. M.A., Oceanside

Dear M.A.: If rentals exceed the rental limit when a rental cap is adopted, it may take some time before enough units turn over so that rentals drop below the maximum. Under Civil Code Section 4740(c), landlords must in advance give the HOA their prospective tenant’s name and contact information. Your HOA may need to begin disciplining owners who violate this statute. Best regards, Kelly

Sustainable leadership starts with self-awareness and self-stewardship.

Psychology Today

Key points

• A leader’s energy is contagious; it shapes individual and team morale, engagement, and performance.
• Many leaders find themselves constantly reacting to others’ needs instead of leading from purpose.
• When you lead yourself well, you expand your capacity to lead others with clarity, energy, and influence.

Team members look to their leaders not only for direction, but also to set the tone and demonstrate what’s possible.

If a leader arrives at work depleted, running on empty and pouring more coffee on it, the whole team feels it. When a leader shows up well-resourced, grounded, and engaged, that ripples outward, too. The energy a leader brings directly shapes morale, performance, and the emotional climate of a team and organization. Leadership isn’t only about strategy; it’s also about managing energy.

The reality is that many leaders today are feeling overwhelmed and burned out. People are operating from a place of reactivity rather than intention. Exhaustion is being worn like a badge of honour. There’s this narrative that leaders ought to push harder, sacrifice their well-being, and stay “always on.” Over time, that depletion spills into our conversations, decision-making, and the presence we bring.

A Trap That Keeps Many Leaders Stuck

Sometimes, in our efforts to be of service, we end up caught in what leadership coach Zach Arend calls “the bridled leader trap.” He identifies four modes that can keep us stuck and inhibit our ability to truly lead or create meaningful change (Resiliency Redefined, 2025):

• Servant mode: Focusing on helping others, becoming overwhelmed. “It’s my job to fix everything for everyone.”
• Controller mode: Taking over tasks and limiting others’ growth rather than empowering. “It’s easier to do it myself than it is to explain it to someone else.”
• Victim mode: Feeling stuck, powerless, resentful, and burned out. “Why is it always me?”
• Rationalizer mode: Creating stories to justify the status quo and rationalize circumstances. “It is what it is…”

Not only does cycling through these modes exhaust leaders, but it also stifles team potential.

Losing Track of What Matters

When our foundation is built on external drivers like what others expect, constant demands, or the next urgent email, we lose touch with what matters most. Everyone else’s agenda becomes our own. We let some outside force be our driver instead of believing we’re the experts in our own lives. Eventually, our energy, influence, and impact fade. This isn’t because we don’t care, but because we’ve become disconnected from our own needs, vision, and sense of purpose.

Awareness of these patterns is the first step. True impact and energy renewal come when we make daily choices that help us reconnect with ourselves, our values, and what we stand for.

ReclaimYour Energy, Focus, and Influence

Here are some intentional practices and ideas to help manage your energy, focus, and influence:

1. Prioritize the basics. Getting adequate sleep, nourishing yourself well, and moving your body are keys to optimal performance and staying well. They aren’t just “nice-to-haves.” Every act of self-stewardship strengthens your leadership.

How might you better honour your own needs without guilt?

2. Start proactively. How you begin your day shapes everything that follows. So often, we begin our days by opening up our email inboxes and putting someone else’s priorities ahead of our own. This moves us away from our own goals, and we often spend the rest of the day trying to get back on track. Try tending to your own needs and completing one meaningful task from your list first.

How do you usually begin your day? What’s one small shift that could help you start with more intention rather than reactivity?

3. Delegate and empower. Micromanaging is an energy drainer for everyone. Clearly communicate expectations and priorities, express trust in your team’s abilities, provide the resources they need to succeed, and encourage ownership. When leaders release unnecessary control, they not only regain their energy but also foster growth and engagement in others.

Where might you be holding on too tightly and limiting both your own energy and your team’s growth? What would letting go make possible?

4. Monotask. We often try to do tasks off the side of our desks and between meetings. And many leaders and high performers have made multitasking their go-to state of being in the world. Yet research has shown that constant task-switching increases cognitive fatigue and reduces effectiveness. Focus on one thing at a time and give important work the time and attention it deserves.

What’s one area of your work (or life) that deserves more focused, uninterrupted attention? What boundary could protect that?

5. Ask: What am I tolerating? Sometimes we tolerate things (behaviours, dynamics, patterns) because we care deeply or feel too drained to address them. Yet what we tolerate slowly drains our reserves, even if we think we’re preserving energy by ignoring it. Zach Arend suggests two simple yet transformative questions: “What am I tolerating?” and “What part of it can I own?” (Resiliency Redefined, 2025). This isn’t about blame; it’s about awareness, acknowledging what’s ours to address, and making the decision to move toward it.

What are you tolerating that might be quietly draining your energy or influence?

6. Break the day into quarters. Think of your day in four quarters (morning, midday, afternoon, and evening) and pause between each to check your energy and recalibrate. Regular breaks for active recovery can help restore focus and prevent burnout.

When during your day do you tend to lose focus or energy, and what small recovery practice could help you reset?

7. Revisit goals and values. Set time aside to reflect on your values, goals, and how your daily actions align with both. Zach describes the “inner rider” (our logical, goal-driven selves) and the “inner horse” (our intuitive, emotional selves) as two parts that we must honour for sustainable leadership (Resiliency Redefined, 2025).

Which of your current goals feel aligned and energizing, and which might need to be redefined? Where do you feel this pull that something important is missing?

8. Remember your “why.” When the pace is relentless, it’s easy to lose sight of the deeper “why” behind what we do. Reconnecting with your “why” and sense of purpose keeps you anchored and restores energy, clarity, and direction, even in seasons of constant change.

What are some ways you can bring more of your “why” into the way you lead each day?

9. Listen to understand, not always to fix. Leaders often believe they need to have all the answers. But sometimes the most powerful thing we can do is listen. Team members want to feel heard. True listening builds psychological safety and trust and empowers others.

When someone brings you a challenge, how often do you jump into problem-solving? What might shift if you ask them if they’d like you to listen, advise, or intervene?

Final Thoughts

Just as a leader’s energy shapes a team, self-leadership fuels collective success. By managing our energy and staying connected to what matters most, we lead ourselves first and show up grounded, clear, and resourced. That’s when real change becomes possible, not only for us but for those we lead and serve.

Chelsea, Manhattan HABITAT Magazine

The condo board at the Fitzroy, a a 14-unit luxury tower at 514 W. 24th St. in Chelsea, is suing the property’s owner and JDS Development Group‘s Michael Stern over alleged defects and unfinished amenities, The Real Deal reports.

The lawsuit claims that amenities and common spaces fall “woefully short of industry standards” and that Stern misappropriated $1 million intended for building amenities and instead used the money for other real estate ventures.

The board is seeking at least $5 million in damages. The board claimed in its complaint that the owner of the property left swaths of the promised project unfinished or improperly installed, including “leaving empty rooms instead of wine cellars; trash heaps instead of finished storage areas; and non-working bathrooms, laundry facilities, and saunas in common areas abandoned before they were completed.”

A spokesperson for the sponsor called the lawsuit “entirely without merit,” adding that “the board prevented sponsor from completing minor and typical closeout items, and instead chose this ill-advised publicity stunt in the alternative.”

Stern served as president of the condo board from 2020 until February 2025, during which time the building’s sponsors, through Stern, controlled the board, according to the complaint. He had agreed to fix the defects before abandoning the project and leaving the board and unit-owners to make repairs and complete amenities, according to the complaint. 

The complaint lists a litany of alleged issues, including cellar drains that “represent the inverse of proper installation,” leaking sinks, and dryers that “routinely malfunction.”

The board claimed that it hired architects to inspect the building’s alleged defects every year starting in 2022, and that as of Aug. 2024, it was estimated to cost at least $4 million to cure defects in the common areas.

By Emily Myers in Bricks & Bucks For HABITAT Magazine

It started as routine facade work, but quickly turned into a major structural rescue mission. Faced with necessary masonry repairs, the board at 250 Cabrini Blvd., a 77-unit co-op in Hudson Heights, took the opportunity to address leaks that had been plaguing shareholders over the years. That’s when they uncovered a far more serious issue than deteriorating brickwork — dangerously corroded steel beams. “Some of them were like Swiss cheese,” says board president Caroline King. The alarming discovery forced the board to launch a massive effort to stabilize the building from within and more than double the project budget from $1.8 million to $3.5 million. “It really took nerves of steel to do this,” King says. 

The original plan was to tackle masonry issues classified by facade inspectors as SWARMP — safe with a repair and maintenance program. But with 44% of residents reporting water damage in apartments, it became clear a leak inspection was needed. “Some of the apartments had a lot of damage —  damaged paint, plaster, sections of the wall falling out,” says Yessica Marinez, project manager at RAND Architecture and Engineering. “There were too many problems in the building that we didn’t think were just attributable to masonry,” King says. “So we decided to bite the bullet and go deeper.”

What they found confirmed those suspicions. In some units, fake walls had been installed in front of original ones to disguise the leaks. “That didn’t solve the water infiltration, it just hid it,” Marinez says. When the building’s deteriorating parapets were removed to investigate how water was getting in, the rusted beams were exposed. Corrosion was initially identified in a ninth-floor apartment, but when bricks on the facade were removed to add waterproofing, it became clear the damage was more widespread. The steel lintels were also in very bad shape. “You could get [building] failure,” Marinez says. “There were already some very large cracks developing along the interior.” 

The board had to act quickly. “We had two major change orders that were very costly, and they were able to review and make decisions so the job could keep moving,” Marinez says. Additional engineers were brought in to help stabilize the structure, and the team found creative ways to minimize disruption. In one top-floor apartment, a temporary roof allowed the resident to remain in place during beam repairs. Shoring on the interior walls was kept localized. And rather than remove deteriorated lintels, the engineers came up with a workaround. “We call it a lintel sandwich,” Marinez says, describing how new lintels were bolted either side of the damaged ones to preserve the building’s structural integrity. 

The building went into the facade project with healthy reserves, but as the scope of the work increased, additional funds were needed. The board imposed an $850,000 assessment to complete the work and top up the building’s reserves ahead of a planned $250,000 boiler conversion project. The co-op is switching its oil-fired boiler for gas to meet city mandates to phase out No 4. fuel oil. A third of shareholders paid their portion of the assessment up front and the remaining funds will be collected over the next three years. 

The 14-month project was completed in August. The building now boasts new waterproofing, strengthened beams and lintels, repaired sills and masonry, new cast stone details and new parapets. With engineers already on site, it also made sense for the board to complete inspections for the next facade inspection cycle. “Sometimes you have to do things that don’t mimic your ideas of personal finance,” King says. “But you just have to stick with it.” 

Both King and Marinez credit the project’s success to the teamwork and coordination between the board, engineers, contractor and building staff. As a result, shareholders finally have a watertight building — and peace of mind. “Knowing we really got to the bottom of it is a tremendous relief,” King says. 

By Julia Rittenberg For Apartment Therapy

It’s October, which means homes covered in spooky decor are just about everywhere you can look. After Halloween, those same spaces — from their yard to the entryway — will quickly transform into winter villages with gigantic Santas led by reindeer. It’s easier than ever for people to create these elaborate displays because of one reason: large, outdoor inflatables. 

About four years ago, I noticed these massive inflatables popping up outside of brownstones, row houses, apartment buildings, and stores in Brooklyn, replacing the intricate light displays that came before them. It makes sense why people gravitate toward them: The blow-up decorations are much easier to pack and ship to a home. Plus, they can take up less space when storing them and are far less heavy than traditional outdoor decorations. But they were everywhere, and present from Halloween to New Year’s Eve.

It was cute to start, but it sent me down a rabbit hole. I had to know how inflatables had successfully converted so many decorators to change their ways. After all, there’s a ritual to holiday decor: Many decorations in my family are passed down from grandparents, given by family and friends, and have memories associated. Inflatables won the decorating game. Like lights before them, I suspected it was a matter of time until everyone started to hate them. 

Where Did Inflatables Come from, and When Were They Invented? 

Just 24 years ago, a Coppell, Texas-based company called Gemmy Industries blew up the inflatables craze — pun intended. (Before this, Gemmy was best known for the singing Big Mouth Billy Bass plaque that dominated living rooms across America.) 

Dan Flaherty, co-owner of Gemmy, was inspired to innovate in the holiday space by the inflatable gorillas that would lurk outside car dealerships. He and the team brought their technical know-how to the Christmas decoration world and developed an eight-foot inflatable Santa in 2001. After the success of this one Christmas item, they expanded into Halloween and Thanksgiving as well, and moved into licensing a variety of brands, from Star Wars to Peanuts. 

The inflatables are made of polyester fabric with coating designed to expand and look complete when fully blown up. Gemmy Industries patented their motor system that keeps the inflatable blown up and running all night. More elaborate inflatables may even have lights attached so they stay lit up in the dark of the night. Although there are options of inflatables without motors (either blown up by pump or sustained by wind), the inflatables market still largely belongs to Gemmy: Their Airblown Inflatables make up about 90 to 95% of the market share. 

The inflatables shift has been creeping into home goods, outdoor, and decor stores. Now you can buy an 18-foot inflatable Jack Skellington to loom over your front yard and delight trick-or-treaters. In a story by Marketplace, consumer psychologist Kit Yarrow says shelves have changed from being stocked with a  majority of twinkle lights to a majority of inflatables. 

Inflatables have been growing in popularity for some time, and not just because of the motor-driven blow-up effect. In a six-year study from Growth Market Reports, a market research company, they asserted that the “global inflatable yard decoration market size reached USD $1.98 billion in 2024.” The North American market alone accounted for about 38% of that growth. Given the American pastime of obnoxious, campy decorating, it makes sense that North America is at the top. 

When Holiday Decorating Goes Too Far

Laura Waterson, general manager and integrator at Koehn Painting, lives in a house in Wichita, Kansas, and absolutely loves inflatables. She has a five-foot-tall Santa for the holiday season that she places on the window of the second floor of her house so it looks like he’s trying to get in. It’s the perfect holiday decoration for Waterson — it’s “quite easy to install and doesn’t require too much power.” She says that her neighbors “expressed some amusement mixed with appreciation,” and that inflatable winter holiday decorations dot yards across her neighborhood. 

Despite their popularity and whimsical nature, inflatables aren’t exactly beloved by all. I talked to a number of folks who really don’t like them or have had downright bad experiences with neighbors who over-index on these puffed-up decor gems. 

Jo Hayes, an etiquette expert from Brisbane, Australia, considers holiday inflatables to be “tacky” and a sign of “profound disrespect for one’s neighbors.” Martin Orefice, a resident of Orlando, Florida, considers these decorations huge annoyances because “you’ll have gawkers hanging around for weeks, people slowing down when they drive by, and potentially even kids walking into the yard.” It’s a liability on top of a visual spectacle that not everyone even likes.

Scott Schrader, a cleaning expert at Cottage Care who lives in Littleton, Colorado, told me he doesn’t mind a small inflatable, but gets frustrated when it gets out of control: “It becomes grating when you have towering Santas and neon snowmen that essentially take over the yard, inundate the sidewalk, and become too ridiculous. I genuinely enjoy the holiday spirit but there is a threshold where it feels festive is replaced with decorated chaos.”

How Inflatables Can Cause Legitimate Safety Issues

Whether or not your holiday decor leans more camp or refined, personal taste is not the only issue for even the biggest supporters of holiday cheer. If elaborate inflatable and light displays are left on all night, neighbors are subject to all-night noise and lights. 

Reuben Wilt, a pool screen repair company owner and resident of Tampa Bay, Florida, had an even worse experience. In the past, he said he didn’t particularly mind yards covered in inflatable decor. But he changed his tune when a neighbor’s inflatables actually caused a fire. 

“I used to have a neighbor who had one of those big inflatables that they just kept running in their yard all the time. In the middle of the night, the motor got so hot that it shorted [out], and fire went out of their lawn display and [hit] nearby fencing.” Luckily, the fire was contained quickly, but given the time that the fire started, it could have been a much scarier situation.

He’s not the only one who’s experienced this. Last Christmas, in Napa Valley, an area prone to wildfires, an inflatable outside a home in Yountville caused a small fire; it was so thoroughly burned that its original shape was undetectable. Thankfully the fire was quickly contained, but local firefighters put out a statement to use extra caution with decorations that required outdoor electrical sockets. 

When HOAs and Holiday Cheer Clash 

The abundance of inflatables also has an effect on renting and buying behaviors. Gagan Saini of JiT Home Buyers in Oakland, California, notes that he’s seen potential buyers find restrictions, or a lack thereof, on holiday decor from their potential future homeowners association (HOA) to be a deal-breaker during the home-buying process. HOA rules about lawn care are common, but Saini says more are looking to address out-of-control decorations as well. 

In one Oakland HOA, Saini said that after “residents of a 100-unit condo community consistently put up what their neighbors considered distasteful Christmas decorations, including large inflatables, as early as Thanksgiving,” the homeowners near the condo complex neighbors took offense — and action. 

A homeowner who lived next door to the condo community “described the inflatables as an eyesore that their own guests would comment on.” They led the charge to get the HOA board to “revise the rules to prohibit large, plastic, or inflatable decorations and to limit colors and brightness.” The homeowners who detested the inflatables of the condo dwellers explained that they had concerns about “community aesthetics, property values, and the general taste level of the neighborhood.” 

Whether or not you like going all out on Halloween, Thanksgiving, or Christmas, inflatables can be a strong sign of neighborhood demographics. If you’re looking for a quiet community of retirees, inflatables are probably a sign of families and therefore a very rambunctious Halloween night full of trick-or-treaters. But not all neighborhoods are decoration-phobic. If you’re looking to go all-out with holiday cheer — and don’t want anyone breathing down your neck about the types of holiday decor you do and don’t want to use — then it probably makes sense to look for neighborhoods with more festive outlooks. 

Are Inflatables Here to Stay? 

Inflatables are not only here to stay, but likely taking over. The aforementioned Growth Market Reports study also projects that the inflatables market could expand to ??$3.7 billion by 2033. Outside of what you can get from licensed inflatables and a variety of holiday scenes, customized inflatables are now an option. If you can’t find the perfect Peanut, Star Wars character, or Christmas scene, you can build your own. Maybe even an inflatable self-portrait, Zombie-fied.

Madalyn Gotschall, manager of social media marketing at Halloween Express, a Halloween merchandise and decor company, told me that this is a big year for inflatables sales, likely because of warmer weather (so fewer weather-related wear-and-tear for the inflatables) and Halloween falling on a Friday. Anyone who would usually waffle on throwing a party with decorations will surely decide to make Halloween weekend a major event. 

All in all, neighbors across North America will have to accept the continued presence of these looming spectacles. Personally, I can’t hide my smile when I come across a gigantic blow-up Snoopy in a Santa hat. They feel whimsical in a way that brings up holiday nostalgia for me, and offer some much-needed silliness to a cold, dark time of year. Let’s just all agree to turn them off at night and avoid electrical fires.   

The retreat from DEI hurts employees. Leaders can infuse inclusivity with joy.

Key points

• Recent surveys show that DEI retreat is hurting employees’ morale and companies’ profits
• DEI volatility is occurring in the context of widespread employee burnout or “quiet cracking.”
• Positive psychology research points to ways leaders can be inclusive while also boosting employee well-being.
• Studies on joy, strengths, allyship, and hope show how inclusive leaders can reimagine a better future.

By Meg A. Warren, Ph.D., and Chuck Shelton

In an era when DEI (diversity, equity, and inclusion) is under attack in the U.S., many companies have been feeling the pressure to retreat. But it’s now clear that stepping back from DEI isn’t pragmatic. One survey of business leaders in the U.S. found that 2 out of 3 say that after cutting DEI, their company suffered customer boycotts (as did Target) and diminished employee morale.

The Catalyst/Meltzer 2025 survey reports that U.S. employees are displeased with the DEI retreat by companies, and more than 2 out of 5 say they’d quit if their employer stopped supporting DEI. In fact, 1 in 3 leaders who rolled back DEI policies reported later reinstating them.

So rather than abandoning DEI, leaders are looking for ways to rebrand, reframe, and reimagine inclusive workplaces, despite external pressures and polarization. We propose reimagining DEI by harnessing the power of joy.

The kind of joy that poet Toi Derricotte called “an act of resistance.”

Understanding Joy and Why It Matters

Consider Black Joy — a celebration and affirmation of Black identity, voice, passion, strengths, achievements, and wisdom, in a context where Black communities are often silenced and rendered invisible. It’s a purposeful decision to be in and act from a place of joy, and it nurtures the confident hope that good things will happen, even when it doesn’t seem likely.

Joy matters now more than ever because employees are facing a burnout and mental health crisis, sometimes called “quiet cracking”, which has cost companies $438 billion in productivity loss.

Leaders need solutions that not only preserve an equitable and inclusive work culture but that do so in a way that builds joy, strengthens relationships, boosts employees’ psychological resources, and inspires hope in the face of widespread cynicism.

During times of pressure, the temptation is to become preoccupied with what we can’t do and retreat, or dig in our heels and push harder to continue doing what is familiar. Both approaches sap our well-being, risk alienating us from what animates and sustains us, and precipitate despair and burnout. Instead, we propose focusing on what we can do and making joy our asset for moving forward.

The Catalyst/Meltzer 2025 survey found that 88% of U.S. employees wanted to learn about allyship and inclusion. Research shows that joy has the power to fuel innovative thinking around being an ally in the current climate because it frees people to speak up about how we can improve our future and explore new ideas. It unfreezes defensive defaults and opens doors to curiosity, experimentation, and bold thinking. A culture of joy fosters trust among employees and an openness to interact more freely with colleagues – the hallmarks of inclusivity.

What Joy Isn’t and Is

It may seem tone-deaf to seriously consider pursuing joy when there is so much suffering around us, but joy is not about projecting false cheerfulness, forced or toxic positivity, ignoring pain or injustice, or pretending things are perfect. Leaders can’t scold, control, or coerce employees into hope and joy.

Rather, joy and hope mark a refusal to succumb to the weight of our problems; they supercharge constructive action and powerfully counter the cynicism that has been shown to exacerbate inequality. Inclusive leaders must often find the courage to challenge and reimagine systems. Joy is meant to fuel that courage, not deflect attention away from problems.

For instance, even in some of the harshest conditions of the slums of Kibera in Kenya, I (Warren) have witnessed community members fully acknowledge inequalities and violence but approach the discussions of solutions with tension-busting methods that create an uplifting emotional tone, reinforce their values, and deepen connection, meaning, and pride. You can see the palpable warmth in people’s smiles and the enthusiasm in their eyes, even as they roll up their sleeves and do the hard work of allies and inclusive leaders. They have plenty of reasons to experience despair and apathy. But instead, they have cultivated a culture in which it is acceptable, and are indeed encouraged, to intentionally choose joy and hope.

If joy can be experienced — and is helpful — in the slums of Kenya, why not here and now?

Joy for Inclusive Leaders

Leaders who role-model and invite joy create environments in which people feel seen, valued, and invited to bring as much of themselves to work as they choose. As we learn to lead more inclusively, joy at work delivers emotional safety and dignity. Joy reminds us about our shared humanity: We don’t have to wait for a crisis to discover the many profound things we have in common.

Here are 3 ways inclusive leaders can infuse joy into the workplace:

1. Recognize and Build Strengths. Joy gives us the chance to shift how we see ourselves and one another, allowing us to more clearly recognize each other’s strengths. This is important for rethinking how we approach DEI because research shows that the merit, strengths, and achievements of women and people of color are often ignored or misattributed to White men.

We can’t create fair systems and successfully navigate what Shelton (this post’s co-author) calls “The Merit Mess” if we don’t fully see each other’s strengths. My (Warren’s) team’s recent study shows that when leaders pivot equity conversations to shine the spotlight on their marginalized employees’ strengths, they create an uplifting emotional climate for themselves and marginalized employees, as well as observers. Inclusive leaders can “catch people doing things right” and recognize them in ways that they value.

2. Seed and Nurture Healthy Connections. In fractured times, differences of opinion can drive conflict. Any new political or social spark can inflame unresolved friction. Inclusive leaders need to support and advocate for their employees while also decreasing tension and polarization. When trust is low, leaders’ first order of business may be to create a strong relational foundation and cohesive work environment.

Active listening, checking in on employees’ well-being, collaborating to strategically navigate challenges, and “sponsoring” or opening influential doors for success can help build trust and reduce volatility. My (Warren’s) team’s research shows that these actions are valuable from the perspectives of marginalized employees, and my study conducted in 103 countries shows that these are also the sorts of behaviors that 93% of people who care about equity feel comfortable doing because it fits with who they are.

3. Move Beyond Cynicism. When joy is in short supply, we would do well to consider Jamil Zaki’s research that shows how cynicism suppresses action. He recommends “hopeful skepticism” — trusting others while maintaining openness to new evidence. It is a step on the road to joy and helps escape the “gravity well” of low expectation, while inspiring and sustaining effective action. In this manner, joy is grounded in rational optimism.

Joy is a justice practice. For inclusive leaders, it’s not a nice-to-have; joy becomes a radical, renewing, and relational force that deepens impact, strengthens trust, and makes the long road of inclusion an adventure.

Chuck Shelton is the founder and CEO of Greatheart Consulting, Seattle. For 40 years, he has equipped executives to grow their organizations through inclusive leadership.

Cooperator News New York

The stability and value of a shared interest community hinges on a lot of things; financial solvency, good governance, and proactive physical maintenance, to name a few. But another key component, and one that may be less obvious to the eye, is social cohesion and mutual respect among residents, administrators, and staff. Unresolved conflict and the acrimonious environment it produces are anathema to the peace and sense of community residents of condominiums, co-ops, and HOAs seek. 

The responsibility for cultivating and supporting that social cohesion ultimately rests with the board, and often depends on how the board handles conflicts between itself and the community, individual members, and between residents.  

Sources of Conflict

There are many sources of conflict in a shared interest community.  They can range from spats between neighbors to conflict between a resident and the board, or between the board and management, or resident(s) and management. All are serious, and all require proper attention. Much like a virus, conflict can worsen quickly and spread beyond its origin point to poison the whole community.

“There are too many common sources of conflicts to list them all,” says William McCracken, a partner with NYC-based law firm Moritt Hock Hamroff.  “When you deal with multifamily buildings, you learn that neighbors and management can get into fights about almost anything. Disputes about water leaks are very common, as are so-called ‘quality of life’ disputes—things like noise and odors.”

Jen Barnett, a partner with the Braintree, Massachusetts-based law firm Marcus, Errico, Emmer & Brooks expands on this.  “Generally,” she says, “community association disputes will fall into one of four main categories: unit owner versus unit owner, unit owner versus board, board member versus board member, and factional disputes (unit owners versus tenants, residential owners versus commercial unit owners, etc.). 

“Sources of conflict will vary among different associations,” Barnett continues, “but often concern the use of the common areas and facilities. In essence, parking, use of limited common areas, landscaping, shared amenities, such as pool, clubhouse, gym, etc. Other causes are rule violations (often related to noise, odors, pets, or the unauthorized use of a unit for business or short-term rentals), financial issues like assessments, fines, budget increases, capital improvements, etc., architectural and structural modifications, and maintenance responsibilities.”

Nip it in the Bud 

No matter the cause, the best way to minimize the effects of conflict on a community is to deal with it early. In other words, nip it in the bud. Don’t let it fester and turn into an even bigger problem. Quick attention and response is the best route to de-escalation.

“The first step is early intervention,” says Michael Shifrin, principal of Shifrin Legal, a law firm located in Chicago. “Boards and managers should address complaints promptly and professionally, while encouraging direct, respectful communication between neighbors when appropriate. Maintaining neutrality, focusing on facts instead of personalities, and reminding parties of the community’s governing documents and their shared objective of preserving and protecting their investment often help lower tensions. Sometimes, simply acknowledging a person’s concerns goes a long way toward de-escalation.”

From a procedural point of view, explains McCracken, “It helps when everyone understands each other’s rights and limitations. For example, when there’s a water leak, you hope that everyone has insurance—the main reason being that it helps ensure that everyone involved is made whole, but also because insurance professionals are better at understanding the parties’ respective rights and obligations, and there are fewer unnecessary disputes about who should pay for what. 

“That’s why it is sometimes a good thing when residents hire attorneys, at least as long as those attorneys are interested in resolving disputes and not just making a mess,” he continues. “Attorneys should be able to explain to their clients when what they want is not really reasonable or supportable under the building’s governing documents. If they do that, then it’s easier to work towards a reasonable compromise.”

 McCracken also stresses that “it’s really important for all interested parties to understand that in most cases, after the dispute is over, they have to continue living together. Ideally, you want to get the parties to a situation where they are not uncomfortable riding the elevator together—and to do that, everyone needs to feel like they were treated fairly.”

 Barnett concurs, but cautions that “as a general rule, boards should avoid becoming involved in interpersonal disputes between residents, though a board may have a duty under the FHA to help mediate disputes when they arise. In those cases, in response to any reported rule violation, the board should conduct its own unbiased and objective investigations; it shouldn’t rely solely on uncorroborated statements made by individual residents when determining how to proceed, if at all, against the person or persons alleged to be responsible.”

Mediation Station

One possible option for resolving disputes without resorting to costly, acrimonious lawsuits is mediation. In general terms, mediation—and its more structured cousin, arbitration—is defined as a mindful intervention in a dispute in order to resolve it. Professionally facilitated mediation and arbitration are remarkably effective in reaching mutually acceptable conclusions in all kinds of disagreements, usually in a fraction of the time and at far less cost than litigation. 

“Mediation generally involves bringing in a neutral third party, sometimes a professional mediator or  a trusted manager or attorney, to facilitate a structured conversation between the parties,” explains Shifrin. “The mediator sets ground rules, ensures each side is heard, and helps identify common ground or creative compromises. Mediation is non-binding but can be very effective at preserving neighborly relationships compared to litigation.”

In practical terms, McCracken notes, “There isn’t a standard mediation process.  I would say that it helps tremendously to have someone on the board or management side who has gravitas and credibility to instill a sense of fairness and trust.” This is especially true in shared-interest communities, as opposed to, say, labor disputes in commercial ventures. “That role was traditionally often filled by someone senior at the management company, but it could also be the board president, the board’s attorney, or some combination,” McCracken says. 

According to Barnett, “Alternative dispute resolution may be required under an association’s governing documents. And it may be a good alternative, as litigation is often unpredictable and costly. Mediation services may be available through court sponsored mediation/conciliation services, or private alternative dispute resolution providers, and even harassment prevention orders in cases of unit-to-unit owner conflict.”

Improving Communication Strategies

A key aspect to avoiding conflict and improving communication strategies for boards and management is simply being proactive. 

Shifrin suggests communities consider the following options to improve communications:  “When confronting noise and/or nuisance complaints, acknowledge receipt of the complaint, investigate it fairly, and communicate outcomes, even if the board cannot act. Silence breeds frustration. Defining board boundaries is also a good policy.  Boards must clarify their role as enforcers of the governing documents, not as referees of every personal dispute. Publishing policies, FAQs, or flowcharts for handling common complaints such as noise, pets, and parking, sets reasonable expectations. Finally, transparency is always a good policy.  Regular newsletters, meeting summaries, and accessible channels for questions reduce rumors and mistrust.”

In dense urban environments, noise can be a particularly vexing issue.  “Some level of ‘noise’ is in fact, a fact of life in a multifamily residence,” says McCracken. “Fairly, it’s not the job of management to ensure that no one ever stomps their feet or plays loud music.  To take a noise issue from an annoying fact of life to a serious legal issue usually involves hiring experts, and performing studies that residents are usually reluctant to do, and they get frustrated when management won’t do it for them.  That can be a delicate communication issue.  Communication is always important, but when it comes to dealing with a dispute over a health and safety issue, in particular, the main thing is to protect the building and residents, regardless of how well the board’s position is communicated.”

Barnett encourages her clients to “establish clear channels of communication.  Encourage all parties involved to meet to express their concerns and listen to each other’s perspective. Also, be careful of what words you choose. Be respectful and begin statements with, ‘I’, rather than ‘you.’  Engage in active listening.”

Board training is also a good and appropriate tool for conflict issues and their resolution. “Many conflicts can be prevented if board members receive training on governance, communication, and conflict resolution,” says Shifrin. “A well-informed board is more confident, consistent, and less likely to make decisions that invite unnecessary conflict.”

Avoiding Lawsuits

As with so many things, clarity and transparency are among the best options for avoiding major conflicts that may spill over blurry, poorly-defined boundaries and impact residents who weren’t even involved. Adopt clear, consistent rules for your community, and enforce them uniformly.  Document all board actions. Legal disputes often stem not just from a given decision or action itself, but from how it was handled. If a lawsuit does arise, the board should immediately notify its legal counsel and insurance carrier, avoid discussing the case with residents, and continue operating as normal while relying on professional advice to guide their response.

Some sage advice from McCracken:  “When you realize that ninety-nine percent of lawsuits settle, and lawsuits that don’t settle are extremely expensive for all involved, you would think that everyone would be incentivized to avoid escalating to court. It is often in a board’s interest to compromise on an issue, even if they have the better legal position, just to avoid the expense and uncertainty of litigation.  

“And again,” he says, “unlike in the typical commercial context, when you go to court with a neighbor, you still have to see them in the building during the lawsuit and after it is over. It’s worth going the extra mile to avoid those sorts of awkward situations. Having said all that, if you’ve done everything you can to avoid the lawsuit and are in court regardless, the only thing to do is give everything to win.  Being in a lawsuit is bad; losing a lawsuit is much worse.”

A.J. Sidransky is a staff writer/reporter for CooperatorNews, and a published novelist. He may be reached at alan@yrinc.com. 

Story by Ryan Poliakoff for The Palm Beach Post

Live in a home governed by a condominium, co-op or homeowner’s association? Have questions about what they can and cannot do? Ryan Poliakoff, an attorney and author based in Boca Raton, has answers. L

Question: I live in a single-family home community. Currently the board is collecting votes for an amendment to the declaration of covenants that would regulate leasing. The amendments would impose a lot of restrictions on homeowners who choose to lease their homes. 

For example, they are proposing that the association should have the right to terminate a lease. They also want to require owners to get leasing approval, and they would have 21 days to decide (that’s a long time to wait if you have an eager tenant who needs to move in and know whether they’re accepted right away.) The amendment will also give them the right to deny renewal or extension of leases.

And, when they decide whether to approve a lease, they will have the right to do background checks, including an evaluation of the monthly gross income of the tenant in relation to the rent.

In addition to these things, they want guests to be prohibited from staying on the property more than 30 days in a calendar year when the owner is not present. We have two homes, and we may wish to make our home available to a friend while we’re away, especially if we want them to stay with our pet.

By William McCracken in Legal/Financial HABITAT Magazine

This is a slightly edited version of an article that appears in the October newsletter of the law firm Moritt Hock & Hamroff. The author is a partner at the firm.

Savvy co-op and condo boards and their management companies are aware of the need to protect themselves from cyberfraud. But few have the misfortune of experiencing cyberfraud on steroids.

It happened recently in Battery Park City in Lower Manhattan. Last summer Milford Management Corp., a subsidiary of prominent real estate firm Milstein Properties, notified its portfolio of managed condominium associations in Battery Park City that it had been the victim of a cyberfraud scheme. The loss was staggering: more than $18 million belonging to its client properties.

On Sept. 12, the board at one of those properties, Liberty Terrace Condominium, sued Milford in state Supreme Court, seeking the return of $1.3 million, the building’s share of the overall loss.

The stunning scale of the fraud was made possible in part because of the way these properties in Battery Park City are organized. The land, which was created by landfill dumped into the Hudson River in the 1970s, is owned by a governmental agency, the Battery Park City Authority (BPCA), which developed the buildings and then leased them out to condominium associations on long-term ground leases. These ground-lease condominiums must make periodic rent and PILOT (tax equivalent) payments to the BPCA, which can exceed seven figures. Rent and PILOT payments processed by Milford were stolen from multiple properties all in one go.

According to the complaint, Milford was the victim of a classic phishing scheme. An employee in charge of processing wire transfers received an e-mail purporting to be from a BPCA employee (but in reality a fraudster), providing new wire instructions for the BPCA’s June 2025 invoice. The Milford employee not only failed to recognize the signs of fraud evident on the e-mail itself (among other things, the e-mail was sent from a “.com” rather than a “.gov” e-mail address) but also allegedly failed to verbally confirm the new wiring instructions before releasing the funds.

One obvious lesson here is that it is important to always follow best practices for making payments by wire transfer, such as verbally confirming wire instructions. Milford undoubtedly already had those official protocols in place, but this time, for whatever reason, those procedures were not followed.

One might think that these sorts of events should be covered by insurance, but there may be difficulties. First, a generic cyber insurance policy probably will not cover the type of loss suffered here. Cyber policies typically cover only classic hacking schemes, whereby a criminal breaks into a company’s computer files. In contrast, the loss here was the result of a phishing scheme, whereby a human employee was fooled into facilitating the theft. These types of losses are covered, if at all, by “social engineering” coverage that may or may not be specifically added to the underlying cyber or crime policy. Thus, the first takeaway for boards is to find out whether their buildings and management companies have social engineering coverage under their existing policies.

However, even when boards have social engineering coverage written into their policies, the coverage limits tend to be low. Perhaps only a few buildings are ever likely to need to wire out seven-figure payments like the ground-lease condominiums discussed above, but in any event it would be a good idea for boards to contact a reputable insurance consultant to confirm whether they and their management companies have sufficient social engineering coverage to protect themselves from these increasingly common phishing schemes.