HeyJaredAndrew Barban
Practical tools, insights, and real coaching stories to help you lead, communicate, and make decisions more clearly, especially when it’s hard.
- Indexed issues, last 90 days
- 15
- Latest publication
- Oct 1, 2026
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- Aug 13, 2026
Latest issues
Engaged Listening and Connection (opens the original)
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Most articles I read about listening give you Active Listening techniques to use in your conversations.Ask open-ended questions.Make eye contact.Paraphrase what you heard.Nod.Put your phone down.These are very good suggestions, and they become even more powerful when there is genuine engagement behind them. Without it, the technique is visible but the connection is not. Think talking to a customer service representative here.For this piece I would like to dig a little deeper into this and look a
Don't Explain What You Don't Understand Yet (opens the original)
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One of the more interesting things I noticed when I moved from management into coaching was how quickly people explain behavior. I also didn’t notice how much I did this myself.Someone is not delegating. Someone avoids difficult conversations. Someone gets defensive when challenged. Someone keeps pushing back on decisions.Almost immediately, explanations will appear in your head:They are afraid of failure.They need control.They lack confidence.They are protecting their identity.That is the trap,
Ownership Is Negotiated, Not Assigned (opens the original)
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In my corporate travels over the decades starting in 1991, I noticed a pattern that repeated itself everywhere I worked. The belief that ownership could be assigned and that was all that was needed.Someone would spend months building a business case. They would calculate savings, forecast revenue, estimate staffing requirements, and create an implementation timeline. The plan would move through meetings and approval processes until eventually it landed on the desks of the people responsible for
Not All Questions Work at the Same Level (opens the original)
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For a long time I thought about questions in two dimensions, centered around purpose and direction. Over time I started seeing a third dimension: the level the question was operating at.That was a game changer for me. Now I was playing chess in three dimensions instead of two. I no longer had to stay inside the level where the conversation started. If my questions were painting me into a corner, I could move the conversation up or down a level and look at the problem differently.These are the th
What Happens When Geography No Longer Organizes Work (opens the original)
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I believe that the remote work debate has been framed the wrong way. That is not my idea of a hook here, but a real idea I want to explore here.Most of the discussion has been about whether remote work is good or bad, whether it helps or hurts productivity, whether it is fair to employees or good for culture. Those are real questions, but they are first-order questions. They focus on the change itself rather than on what the change sets in motion.As some type of remote work continues to expand,
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