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Team Kibi Anderson, Los Angeles, CA (2026)

06/22/2026

Somewhere along the way, we decided adulthood meant giving up summer camp.

We stopped gathering simply because it was fun. 🎢
We stopped making things with our hands.
We stopped laughing in the middle of the day.
We stopped giving ourselves permission to pause unless we'd "earned" it.

And somehow...

Exhaustion became a badge of honor.

I don't think we were designed to live this way.

So this summer, I'm creating something I've wanted to build for a long time.

🏕️ Rested Rebel Summer Camp

Not another leadership workshop.

Not another webinar.

Just a series of Campfire Conversations where leaders can pause, reconnect, and remember what matters.

Throughout the summer, we'll explore the hidden causes of exhaustion, and the unexpected paths back to ourselves.

We'll talk about laughter.
Creativity.
Women's health.
Travel.
Beauty.
Chronobiology.
Caregiving.
Leadership.

Because burnout isn't caused by just one thing.

Neither is recovery.

We begin on July 7 with one of my dearest friends, Aida Rodriguez.

Most people know Aida as a comedian.

I know her as someone who's reminded me, time and again, that laughter isn't just entertainment.

Sometimes it's survival.

Sometimes it's healing.

And sometimes it's exactly what helps us find our way back to ourselves.

If you're craving a different kind of summer...

Pull up a chair.

🔥 We saved you a seat by the fire.

Register through the link in my bio (or the comments) and join us for one conversation—or stay all summer.

06/22/2026

A Senior leader said something recently that I hear all the time.

"I can't afford it right now."

The thing that struck me wasn't the comment itself. It was when she said it.

A few minutes earlier, we'd been talking about feedback she'd received at work, and it wasn't the kind that you just brush off at work. It was the kind that makes you stop and think, and even say..."is my job on the line?"

Her team wasn't feeling as supported as they could. Communication challenges were starting to affect morale, and few people had already left and the exit feedback on her leadership style wasn't great.

As the need for her responsibilities to grow became more crucial, it was becoming clear that her ability to navigate those conversations was going to matter even more.

So when we started talking about leadership development and her immediate response was, "I can't afford it right now," I asked a simple question.

"Have you checked to see whether your organization has professional development funding?"

She looked at me and said: "No."

I asked if she'd ever looked into it.

Again: "No."

And this was a person with over 25 years of senior management experience.

That's when I realized we weren't actually talking about budget.
We were talking about assumptions.

As we unpacked her role, it became clear she wasn't just doing the job she'd been hired to do anymore. Over time she'd taken on pieces of Operations, HR and Business Development.

Her role, expectations and complexity had grown. But somewhere along the way, she'd also decided that getting support was hers alone to figure out.

No conversation.
No inquiry.
Just an assumption.

It made me wonder how many of us are doing the same thing. 💡

🔹 How many opportunities never get explored because we've already decided we know the answer?

🔹 How many leaders are carrying responsibilities that have doubled over the last few years but are still operating as if asking for support is somehow optional?

The future belongs to leaders who replace assumptions with curiosity.

So if you've ever caught yourself saying: "I can't afford it."
My question is: Have you actually asked?

06/19/2026

Most leaders cut leadership development when budgets get tight.

Debra Raub did the opposite.

Over the last year, I've had the privilege of working alongside Debra and her team at Communities In Schools of Northeast Washington.

And one decision has stuck with me.

At a time when funding pressures were increasing, expectations were rising, and every dollar mattered, she chose to spend her entire professional development budget investing in her leaders.

Honestly, if you'd looked at the circumstances on paper, you could have made a pretty compelling argument not to do it.

That's what makes the decision so interesting. Leadership isn't tested when resources are abundant. It's tested when they're scarce.

Our work began with a Curious Leadership Scan™ to understand what was helping, and hindering, the organization.

From there, five members of her leadership team participated in my six-month Communicate Like a Pro™ program, where we focused on communication, accountability, curiosity, feedback, and leadership presence.

What I've watched since then has been remarkable.

-Leaders speaking up with more confidence.
-Managers giving feedback instead of silently carrying frustration.
-People becoming more curious about their own patterns instead of blaming everyone around them.

One leader recently shared how she realized her own impatience was preventing her team from developing accountability.

A year ago, she probably wouldn't have seen that.
Now she does.

One leader identified gaps in reporting and data systems. Not because someone told him to look. Because he had learned how to slow down, ask better questions, and pay attention differently.

Those aren't flashy outcomes. You won't find them on a Forbes cover. But they're exactly the kinds of leadership behaviors that help organizations weather uncertainty.

And that's the lesson I keep coming back to.

The most important leadership investments often look unnecessary right up until the moment you realize you needed them.

Debra, it's been an honor to watch you and your team do this work. Thank you for trusting me to be part of the journey.

06/17/2026

AI is becoming another item on an already impossible to-do list.

A CEO said that to me recently, and honestly, I've been hearing versions of that frustration from leaders across industries.

She's not anti-AI. Actually, it's quite the opposite. She understands exactly why it matters.

Her frustration was simpler. She's already leading through uncertainty, managing budget pressure, making difficult decisions, responding to stakeholders, and trying to keep people engaged through constant change.

Now there's another expectation sitting on her desk: Become conversant in AI and help the organization figure out what to do with it.

What struck me wasn't the technology conversation. It was the leadership conversation hiding underneath it.

Most organizations aren't asking, "What can we remove to make room for this?" They're asking leaders to absorb one more thing.

We keep talking about AI readiness. But most leaders I work with aren't wondering whether they can learn another tool. They're trying to figure out where their attention belongs.

What should they keep doing?

What should they automate?

And what remains uniquely human no matter how powerful the technology becomes?

The leaders I'm talking to aren't resisting AI. They're trying to understand what will continue to make them valuable as the workplace changes around them.

What are you seeing? Is AI creating capacity in your organization, or is it becoming another item on an already impossible to-do list?

P.S. On July 1, I'm hosting an Executive Roundtable called
💡 The AI Relevance Gap 💡 . We'll explore a question many leaders are quietly wrestling with: What makes leaders valuable when access to information is no longer the differentiator?

👉🏾 Comment "AI" and I'll send details.

06/16/2026

I've got a confession to make.

Over the last year, I've been using AI to help me create content. At first, it was incredible. I could move faster, generate ideas quicker, and refine drafts in hours instead of days.

Then something weird started happening. My content performance started to drop. Not dramatically, but enough that I noticed. The ideas were still mine. The topics were still relevant, but something felt off. So I went back and analyzed several posts that had completely underperformed.

What was missing eventually hit me...ME. 😊

Somewhere along the way, because like so many leaders I'm doing my best to optimize for speed given all the stuff on my plate, I stopped doing the thing that made the content good in the first place. I stopped starting with the story and observation, and instead, I was giving AI my conclusion and letting it help me build backward.

The result?

The content was accurate, but it wasn't alive.

AI is great at recognizing patterns. What it can't do is live experiences. It wasn't the one sitting with a senior executive trying to calm a terrified team. Or the one coaching a leader who thought having answers made him helpful.

I was, and that's when it hit me.

The real value was never in the AI tool. The value was always in my observation, experience, and judgment. The tool only makes great content because of my ability to make sense of what I was seeing.

That's a lesson I think a lot of organizations need to hear right now. AI can accelerate thinking. It can organize thinking. It can refine thinking. But it can't replace the lived human experience that produces the thinking in the first place.

The irony? I had to use AI to realize I was relying on AI too much, and it reminded me of something I should have known all along:

The tool isn't the brilliance.
You are.

The question is whether you're continuing to strengthen the human skills that make your judgment, perspective, and leadership valuable in the first place.

That's exactly what my AI Leadership Relevance Check is designed to help leaders assess.

Not your technical skills. Your human advantage. If you're curious about it, send me a DM.

06/15/2026

"Where do people even go to get help with this stuff?"

A woman asked me that question a few weeks ago after my keynote at Afro Animation.

We had been talking about communication, leadership, feedback, navigating uncertainty, and the reality that AI is changing almost every part of the entertainment industry.

At first, I thought she was asking about books or specific trainings/certifications. But as I dug more, I recognized what she was really asking was: Where do you learn the human side of work?

How do you learn to receive difficult feedback?
How do you learn to advocate for yourself?
How do you learn to navigate conflict without damaging relationships?
How do you learn to lead when the pressure keeps increasing?

I could see so many nodding heads, so I paused a moment and then asked the entire audience a question:

👉🏾 "How many of you have never heard of coaching or leadership development before?"

🙋🏾 About 85% of the room raised their hand. 🙋🏾‍♀️

That stopped me. This was a highly brilliant, dynamic group that were already learning AI tools. Folks were sharing stories about new production workflows they were using, and how Claude was helping individual creators produce full-fledged animation shorts on their own.

And yet, when the conversation shifted from technology to people, most of the room didn't know where to go for support.

The more I think about it, the more I wonder if this is the real leadership challenge AI is exposing.

Technical skills might get us in the game, but they damn sure don't keep us there.

Especially when the real test comes when our idea gets challenged, or when your budget gets cut and you have to tell your exhausted team that they have to figure it out.

Those moments require something different.

And unlike Excel, PowerPoint, Slack, or ChatGPT, most of us were never formally taught those skills.

So I'll leave you with the same question I've been sitting with ever since:

Where did you learn the human side of work?

06/12/2026

My father was in ICU on life support last week, and I did not drive to Fresno to be with him.

For days, I wrestled with that decision. I called friends, talked to God, and sat with the discomfort of my truth.

Part of me wanted to be there...to be the dutiful daughter who showed up no matter what.

But another part of me knew the reality.

My health has been stretched. My resources are limited as I'm investing in growth. My business needs my attention, and driving several hours to sit beside a hospital bed would not have changed the outcome.

What made the decision so difficult wasn't the decision itself.

It was the guilt.

My father and I have always had a complicated relationship. Drugs and alcohol consumed most of his life, making him absent for much of mine.

For most of my life, I've been trying to make sense of what it means to love someone you barely know. The wild thing is that for most of my adult life, I always assumed I'd get a call saying they found my father dead in an alley after an overdose.

Instead, he's in a facility. Nurses call me with updates. Doctors are doing their best. People are standing in the gap. His condition is improving.

I was able to honor my needs and still see a positive outcome.

It's a constant battle to remind myself that my needs matter too, that it isn't all on me to carry. I know many leaders just like me who struggle the same thing.

They know what the right decision is. But they make a different one because they're afraid of disappointing people, of the criticism, of being judged.

So they perform the guilty action instead of taking the hard action.

I've done that more times than I can count.

This time I didn't.
I chose reality over guilt.

And while it didn't feel good, it felt true.

Sometimes the breakthrough isn't finding the answer.
It's finding the courage to trust the one you already know.

Have you ever made a decision that you knew was right, but worried others would judge you for making it?

06/11/2026

"What am I supposed to tell my team?" A senior executive asked me that question recently.

Her department is feeling the pressure of AI. Most of them have no problem using it, and they understand it, but every conversation seems to still circle back to the same fear.
"If AI can do that, then what am I here to do?"

As she described what was happening, I could hear the tension in her voice. She knows AI is going to reshape the work. Pretending otherwise isn't an option.

But she also knows she still needs her team to show up, contribute, create, solve problems, and do great work. And lately, she's finding herself spending more time managing fear than managing performance.

The conversation wasn't really about technology. It was about identity. Underneath all the discussions about prompts, automation, and efficiency is a much more human question: "If the thing I've spent years getting good at becomes less valuable, what does that mean about me?"

And honestly, I don't think enough leaders are prepared for that conversation.

For years, expertise was enough. The smartest person in the room often became the leader. The person with the answers got promoted. The person with the knowledge became indispensable.

But information is becoming easier to access. Answers are becoming cheaper. AI can generate a decent first draft in seconds.

Which means leadership is becoming less about having answers and more about helping people navigate uncertainty.

The organizations that thrive over the next few years won't just be the ones that adopt AI the fastest. They'll be the ones that help their people redefine where their value comes from.

The biggest risk isn't that AI replaces great talent. It's that fear convinces great talent they've already been replaced.

If you're trying to assess whether your leadership approach is evolving as quickly as the world around you, comment RELEVANT and I'll send you my AI Leadership Relevance Check.

06/10/2026

One of my clients had an answer for everything.

Every meeting, every conversation, every problem.

Before people could fully explain what was happening, he was already telling them what they should do, and the interesting part? He genuinely thought he was being helpful.

But when I started asking people around him, his direct reports and former co-workers, I kept hearing a different story.

People described him as impatient, sometimes dismissive, and even unhelpful. And it wasn't because he wasn't smart.

The issue was he was often solving a different problem than the one people were actually bringing him.

Eventually I asked him about it, and what I discovered was something I've seen in myself too.

For years, his value came from having answers. The faster he could connect dots, identify patterns, and solve problems, the more successful he became.

The problem is that leadership eventually asks something different of you, especially now.

Information is abundant. Answers are cheap. AI can generate a decent first draft in seconds.

Which means being the person with the fastest answer isn't nearly as valuable as it used to be.

The leaders creating the most value today aren't always the smartest people in the room. They're the ones who can stay curious long enough to understand the real problem before rushing toward a solution.

Because solving the wrong problem faster isn't leadership.

It's just efficiency.

And a lot of very smart leaders are still learning the difference.

That's one of the biggest shifts I see organizations struggling with right now. AI isn't replacing expertise. It's forcing leaders to rethink what expertise is actually for.

Curious where you see this showing up: Are leaders in your organization rewarded more for having answers or asking better questions?

06/09/2026

I thought AI was making my new team member worse at her job. It turns out I was so wrong.

For the last few months, I've been training someone new on my team. She's talented, really thoughtful, and fully capable. Yet I kept finding myself frustrated.

I would explain something and she'd tell me she understood. But then a week later, the work would come back and we'd somehow be having the same conversation again.

At first, I caught myself thinking: "Why isn't this clicking?" Then I noticed something. Whenever I asked her to think through a problem, she'd often use AI to help generate a response.

The responses sounded good, sometimes really good, but again the behavior wasn't changing. That's when I realized I was asking the wrong question.

The issue wasn't whether AI was helping her think. The issue was whether I had actually taught her enough context to think well in the first place.

So I stopped assigning tasks, and started mapping the system.

I walked her through why things mattered.
How decisions connected.
What happened upstream.
What happened downstream.

And almost immediately, the quality of her judgment improved and I realized it's not because we used less AI. In fact I used it more to help me make this adjustment. The improvement happened because I had finally taken time to make sure she finally understood the environment the work lived inside.

That experience has me wondering how many leaders are looking at what appears to be an AI problem when it's actually an alignment problem, or a training problem, or a communication problem.

AI didn't create the gap. It exposed it.

When people can generate answers in seconds, it becomes much harder to hide when they don't fully understand the question.

The organizations navigating AI best aren't necessarily teaching better prompts. They're making sure people understand the context behind the work.

And that's a very different leadership challenge.

Comment RELEVANT and I'll send you my AI Leadership Relevance Check.

Team Kibi Anderson

06/22/2026

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