Next to Nunn

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Helping executives and leadership teams close the gap between what they intend to build and what the organization actually delivers.

Helping executives and leadership teams close the gap between what they intend to build and what the organization actually delivers by aligning their people, systems, and communication.

11/03/2026

November Gratitude Challenge

Each day this November, I’m naming one thing I’m grateful for. Big or small, it counts.

Fun fact: brain imaging research suggests that practicing gratitude regularly is linked to lasting changes in the medial prefrontal cortex, a region tied to learning and decision-making. The more you look for what’s good, the more your brain gets practiced at noticing it.

Today I am grateful for having the freedom to run my business!

10/29/2026

A leader brings you a hard call. You talk it through, offer the answer you would have chosen, and they leave with a plan.

It feels like support. It can also teach a team that the safest decision is the one the CEO would make.

Access and dependence look alike from the CEO’s chair. The difference is who leaves holding the decision, and who is better prepared to make the next one.

10/23/2026

A new idea can feel productive.

Another service. Another opportunity. Another marketing approach. Another project to add to the calendar.

But every new idea competes for time, money, and attention.

The question isn't whether it's a good idea.

The question is whether it's the right idea for your business right now.

Before adding something new, consider what you would need to stop, postpone, or delegate to give it the attention it deserves.

Strategic growth requires deciding what deserves your yes and what needs to wait.

What are you choosing not to pursue right now?

10/13/2026

A capable leader can become the slowest part of the process without doing anything wrong. A routine approval waits on one calendar. A customer question waits on one answer. Nobody is being careless. The organization simply learned that decisions run through one person.

This week's Leadership Friction looks at how that happens and how to begin changing it.

Link in the comments

10/12/2026

Leadership development looks different when the person guiding you has actually carried the responsibility of leading teams.

Erinn Gomillion brings 16 years of experience navigating organizational growth, managing teams of up to 100 employees and seven supervisors, working through complex employee challenges, and building systems that support people and performance.

She's experienced the difficult conversations, unexpected transitions, and growing responsibilities that come with leadership.

And she knows that becoming a stronger leader isn't always about learning something new. Sometimes it's about having someone help you recognize what's getting in the way.

At Next to Nunn, Erinn works with emerging leaders, managers, directors, and senior leaders who want to strengthen how they lead their people, communicate expectations, and manage their responsibilities.

We're glad to have her on our team.

Get to know Erinn. Link in the comments,

10/09/2026

For any business owner thinking about AI: before you automate a process, walk through it with the people who do the work. Fix what is broken first, then decide where AI belongs.

Why does it exist?
Who owns it?
Where does it slow down?

10/06/2026

Here is something I keep coming back to: AI does not enter a neutral organization. It enters the one you already have, with all of its unclear roles, broken processes, and unspoken questions.

This week’s Leadership Friction closes our eight-part series on the human challenge in an AI world. I look at what AI readiness actually requires through people, communication, and systems, and why it is worth fixing a process before you automate it.

Read the full edition: https://nexttonunn.com/ai-readiness-building-an-ai-ready-organization/

09/17/2026

Even your best performers can only make 2+2=6 for so long.
My team was understaffed, and we weren't allowed to hire. So we got honest with our teams about expectations, coached our outliers, cross-trained our people, and demanded more from everyone. Performance actually went up. Everyone was pulling their weight.
Then, months in, everyone was just tired.
My supervisors started coming into my office, not for a fix, just somewhere to be human for a while. I didn't have a solution, but I could make them feel seen and heard.
Don't forget your leaders get tired too. Give them somewhere to be human once in a while.

Erinn Gomillion, Leadership Development Partner

09/16/2026

What I've found with feedback is that the delay does more damage than the conversation ever would.
Something happens that actually needs addressing. The manager notices it right away, decides it's not worth the minor discomfort, and hopes it resolves itself. Two weeks later, it hasn't.
Feedback delayed becomes feedback avoided. My advice: address what truly needs tweaking within 48 hours, while it's still fresh, and keep it close to the moment.

Erinn Gomillion, Leadership Development Partner

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