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The Seismic Shift in You: The Seven Necessary Shifts to Create Connection and Drive Results
In a world more connected than ever, why are we all feeling so disconnected?
Leadership expert Dr. Michelle K. Johnston reveals the hidden crisis plaguing modern an epidemic of disconnection that’s eroding team performance, personal satisfaction, and organizational success.
The Seismic Shift in You offers a transformative approach to leadership that starts with the most critical factor—you. Drawing on years of coaching top leaders and the latest research, Johnston outlines seven powerful shifts to help you lead more effectively,
• Rediscover your sense of purpose and direction
• Transform everyday interactions into meaningful connections
• Spark authentic engagement by starting from within
• Cultivate high-performing teams grounded in trust and collaboration
With real-world stories and practical tools, Johnston offers the clarity you need to lead with greater meaning, fulfillment, and results.
This isn’t just a leadership book—it’s a personal invitation to become the kind of leader people can rely on, teams rally around, and organizations need.
The shift starts now.
Leadership expert Dr. Michelle K. Johnston reveals the hidden crisis plaguing modern an epidemic of disconnection that’s eroding team performance, personal satisfaction, and organizational success.
The Seismic Shift in You offers a transformative approach to leadership that starts with the most critical factor—you. Drawing on years of coaching top leaders and the latest research, Johnston outlines seven powerful shifts to help you lead more effectively,
• Rediscover your sense of purpose and direction
• Transform everyday interactions into meaningful connections
• Spark authentic engagement by starting from within
• Cultivate high-performing teams grounded in trust and collaboration
With real-world stories and practical tools, Johnston offers the clarity you need to lead with greater meaning, fulfillment, and results.
This isn’t just a leadership book—it’s a personal invitation to become the kind of leader people can rely on, teams rally around, and organizations need.
The shift starts now.
- GenresBusiness
168 pages, Kindle Edition
Published December 2, 2025
About the author
Michelle Johnston
15 books10 followersDr Michelle Johnston is a consultant Emergency Physician who works at an inner city hospital. Mostly her days consist of trauma and mess. Also, she writes.
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March 9, 2026"The Seismic Shift in You: Seven Necessary Shifts to Create Connection and Drive Results" by Marshall Goldsmith and Michelle K. Johnston explores a growing challenge in modern workplaces: the increasing sense of disconnection that exists despite constant communication. People move rapidly between emails, meetings, and digital platforms, yet many feel isolated or disengaged. Teams may appear productive on the surface, but beneath the activity there is often a lack of trust, openness, and genuine collaboration. The authors argue that what many organizations are missing is not better tools or tighter processes, but stronger human connection. Real leadership, they suggest, begins with how individuals show up, relate to others, and create environments where people feel respected, heard, and motivated to contribute.
The foundation of this transformation begins with self-awareness. The authors emphasize that effective leadership starts by understanding and accepting one’s own story. Every person carries experiences that have shaped their beliefs, reactions, and leadership style. Instead of hiding past struggles or uncomfortable moments, leaders can draw insight and strength from them. When people acknowledge their experiences and reflect on how those events influence their behavior, they develop a clearer understanding of themselves. This awareness allows them to respond intentionally rather than reacting automatically under pressure. Owning one’s story also creates authenticity. When leaders speak honestly about lessons learned through challenges or mistakes, they build credibility and foster a more open atmosphere among their teams.
Self-awareness also involves recognizing one’s natural tendencies when leading or collaborating with others. Some leaders focus on relationships and emotional understanding, while others gravitate toward efficiency, detail, or action. None of these approaches are inherently superior, but problems arise when individuals assume their own style is universally effective. By recognizing personal habits and biases, leaders gain the flexibility to adjust their approach depending on the situation and the people involved. This adaptability helps strengthen relationships and ensures that different perspectives can coexist productively.
Another important shift involves letting go of the need to appear perfect. Many leaders believe that projecting flawless competence will inspire confidence, but the opposite often occurs. When someone constantly tries to maintain an image of perfection, others may feel hesitant to express doubts, ask questions, or admit mistakes. This pressure creates distance and discourages open dialogue. The authors explain that leaders who acknowledge their own learning process create a healthier environment. Admitting uncertainty or recognizing a mistake signals that growth and experimentation are welcome. When people see that vulnerability is accepted, they feel safer offering ideas and taking thoughtful risks, which ultimately encourages innovation and collaboration.
Authenticity does not mean abandoning professionalism or lowering expectations. Instead, it involves balancing competence with openness. A leader who demonstrates preparation, clarity, and expertise while remaining approachable builds stronger trust. When employees feel that their contributions are genuinely valued rather than judged, they are more likely to share insights early, address problems quickly, and engage fully with the team’s goals. In this way, authenticity strengthens both relationships and performance.
Communication plays a critical role in sustaining this environment of connection. The authors note that individuals communicate in different ways, shaped by their personalities, priorities, and ways of processing information. Some people prefer fast-paced conversations focused on decisions, while others need time to analyze details before responding. Still others value personal connection before diving into tasks. When leaders ignore these differences, misunderstandings and frustration can arise. Recognizing and adapting to varied communication styles helps ensure that everyone feels included and understood.
Adapting communication also supports psychological safety, which is essential for effective teamwork. Psychological safety exists when people believe they can speak honestly, raise concerns, and share new ideas without fear of embarrassment or punishment. Teams with this sense of safety tend to identify challenges earlier and collaborate more effectively. Leaders play a key role in creating this atmosphere through everyday actions. Encouraging quieter voices to participate, responding respectfully to criticism, and focusing on solutions rather than blame are simple behaviors that reinforce trust and openness.
Beyond communication techniques, the book highlights the importance of genuine care and attentive listening. Strong professional relationships often develop through small, thoughtful gestures rather than dramatic actions. When leaders remember personal details about their colleagues’ lives or take a moment to ask how someone is doing before starting a meeting, they demonstrate that people matter as individuals, not just as workers completing tasks. These moments of recognition help create a sense of belonging and dignity within teams.
Listening is particularly powerful when it is practiced with patience and focus. In busy environments, people often listen only long enough to formulate a response. True listening requires setting aside distractions and allowing others to finish their thoughts. When someone feels heard, they are more likely to trust the conversation and engage constructively. Over time, this habit builds stronger collaboration and mutual respect within the group.
The authors also describe leadership as a form of service. Rather than viewing leadership solely as directing or controlling others, effective leaders focus on supporting their teams. They remove obstacles, provide resources, and create opportunities for people to grow. By helping others succeed, leaders strengthen commitment and responsibility within the organization. When employees know that their leader genuinely wants them to thrive, motivation increases naturally and teamwork becomes more resilient.
The book then expands the discussion to include the role of values and organizational culture. People experience greater fulfillment when their personal values align with the mission and behavior of their workplace. When there is a disconnect between what someone believes and what their organization rewards, the result can be frustration or disengagement. In contrast, when values are shared and visible in everyday decisions, employees feel a deeper sense of purpose. They see how their work contributes to something meaningful beyond immediate tasks.
Culture develops gradually through consistent patterns of behavior. The way meetings are conducted, how feedback is delivered, and how mistakes are handled all communicate what truly matters in an organization. Leaders who consistently recognize contributions, encourage learning from errors, and emphasize collaboration help shape a culture where connection becomes part of daily life. Over time, these habits influence how teams interact and how new members integrate into the workplace.
Finally, the authors emphasize the importance of rhythm and structure in sustaining connection. Even well-intentioned leaders can lose touch with their teams if there are no regular opportunities for meaningful interaction. Establishing routines such as regular check-ins, team discussions, and open forums for feedback ensures that communication remains consistent. These rhythms create predictable spaces where employees know they can share concerns, ask questions, and receive guidance. Especially in remote or hybrid work environments, these structures help maintain trust and coordination despite physical distance.
In "The Seismic Shift in You: Seven Necessary Shifts to Create Connection and Drive Results" by Marshall Goldsmith and Michelle K. Johnston, the central message is that meaningful leadership is built on authentic human connection. By understanding their own experiences, letting go of the illusion of perfection, adapting communication styles, and practicing attentive listening and care, leaders can cultivate environments where people feel valued and safe to contribute. When these behaviors align with shared values and consistent routines, connection becomes part of the organization’s culture. The result is not only stronger relationships but also greater engagement, collaboration, and long-term success for both individuals and teams.
The foundation of this transformation begins with self-awareness. The authors emphasize that effective leadership starts by understanding and accepting one’s own story. Every person carries experiences that have shaped their beliefs, reactions, and leadership style. Instead of hiding past struggles or uncomfortable moments, leaders can draw insight and strength from them. When people acknowledge their experiences and reflect on how those events influence their behavior, they develop a clearer understanding of themselves. This awareness allows them to respond intentionally rather than reacting automatically under pressure. Owning one’s story also creates authenticity. When leaders speak honestly about lessons learned through challenges or mistakes, they build credibility and foster a more open atmosphere among their teams.
Self-awareness also involves recognizing one’s natural tendencies when leading or collaborating with others. Some leaders focus on relationships and emotional understanding, while others gravitate toward efficiency, detail, or action. None of these approaches are inherently superior, but problems arise when individuals assume their own style is universally effective. By recognizing personal habits and biases, leaders gain the flexibility to adjust their approach depending on the situation and the people involved. This adaptability helps strengthen relationships and ensures that different perspectives can coexist productively.
Another important shift involves letting go of the need to appear perfect. Many leaders believe that projecting flawless competence will inspire confidence, but the opposite often occurs. When someone constantly tries to maintain an image of perfection, others may feel hesitant to express doubts, ask questions, or admit mistakes. This pressure creates distance and discourages open dialogue. The authors explain that leaders who acknowledge their own learning process create a healthier environment. Admitting uncertainty or recognizing a mistake signals that growth and experimentation are welcome. When people see that vulnerability is accepted, they feel safer offering ideas and taking thoughtful risks, which ultimately encourages innovation and collaboration.
Authenticity does not mean abandoning professionalism or lowering expectations. Instead, it involves balancing competence with openness. A leader who demonstrates preparation, clarity, and expertise while remaining approachable builds stronger trust. When employees feel that their contributions are genuinely valued rather than judged, they are more likely to share insights early, address problems quickly, and engage fully with the team’s goals. In this way, authenticity strengthens both relationships and performance.
Communication plays a critical role in sustaining this environment of connection. The authors note that individuals communicate in different ways, shaped by their personalities, priorities, and ways of processing information. Some people prefer fast-paced conversations focused on decisions, while others need time to analyze details before responding. Still others value personal connection before diving into tasks. When leaders ignore these differences, misunderstandings and frustration can arise. Recognizing and adapting to varied communication styles helps ensure that everyone feels included and understood.
Adapting communication also supports psychological safety, which is essential for effective teamwork. Psychological safety exists when people believe they can speak honestly, raise concerns, and share new ideas without fear of embarrassment or punishment. Teams with this sense of safety tend to identify challenges earlier and collaborate more effectively. Leaders play a key role in creating this atmosphere through everyday actions. Encouraging quieter voices to participate, responding respectfully to criticism, and focusing on solutions rather than blame are simple behaviors that reinforce trust and openness.
Beyond communication techniques, the book highlights the importance of genuine care and attentive listening. Strong professional relationships often develop through small, thoughtful gestures rather than dramatic actions. When leaders remember personal details about their colleagues’ lives or take a moment to ask how someone is doing before starting a meeting, they demonstrate that people matter as individuals, not just as workers completing tasks. These moments of recognition help create a sense of belonging and dignity within teams.
Listening is particularly powerful when it is practiced with patience and focus. In busy environments, people often listen only long enough to formulate a response. True listening requires setting aside distractions and allowing others to finish their thoughts. When someone feels heard, they are more likely to trust the conversation and engage constructively. Over time, this habit builds stronger collaboration and mutual respect within the group.
The authors also describe leadership as a form of service. Rather than viewing leadership solely as directing or controlling others, effective leaders focus on supporting their teams. They remove obstacles, provide resources, and create opportunities for people to grow. By helping others succeed, leaders strengthen commitment and responsibility within the organization. When employees know that their leader genuinely wants them to thrive, motivation increases naturally and teamwork becomes more resilient.
The book then expands the discussion to include the role of values and organizational culture. People experience greater fulfillment when their personal values align with the mission and behavior of their workplace. When there is a disconnect between what someone believes and what their organization rewards, the result can be frustration or disengagement. In contrast, when values are shared and visible in everyday decisions, employees feel a deeper sense of purpose. They see how their work contributes to something meaningful beyond immediate tasks.
Culture develops gradually through consistent patterns of behavior. The way meetings are conducted, how feedback is delivered, and how mistakes are handled all communicate what truly matters in an organization. Leaders who consistently recognize contributions, encourage learning from errors, and emphasize collaboration help shape a culture where connection becomes part of daily life. Over time, these habits influence how teams interact and how new members integrate into the workplace.
Finally, the authors emphasize the importance of rhythm and structure in sustaining connection. Even well-intentioned leaders can lose touch with their teams if there are no regular opportunities for meaningful interaction. Establishing routines such as regular check-ins, team discussions, and open forums for feedback ensures that communication remains consistent. These rhythms create predictable spaces where employees know they can share concerns, ask questions, and receive guidance. Especially in remote or hybrid work environments, these structures help maintain trust and coordination despite physical distance.
In "The Seismic Shift in You: Seven Necessary Shifts to Create Connection and Drive Results" by Marshall Goldsmith and Michelle K. Johnston, the central message is that meaningful leadership is built on authentic human connection. By understanding their own experiences, letting go of the illusion of perfection, adapting communication styles, and practicing attentive listening and care, leaders can cultivate environments where people feel valued and safe to contribute. When these behaviors align with shared values and consistent routines, connection becomes part of the organization’s culture. The result is not only stronger relationships but also greater engagement, collaboration, and long-term success for both individuals and teams.
June 17, 2026
The biggest thing I got from this book is that it isn’t only for leaders—this is for everybody. I’m so happy to have picked up this book in this season of my life. I’m reading it out of order (ooops) but it found me right when I needed it.
Specific strategies:
*For 1:1s
-“why is this behavior happening? How can I support you?”
-more praise and recognition. Lead with gratitude.
-“learning moments” not failures
-“motion creates emotion” walking meetings
*For team meetings:
-“team storytelling” that highlights a team value from the week? To start meetings vs game
-“what decisions do we need to make today?” Vs project updates. Inspires collaboration and action
Notes to self:
-seeing staff not as people who need to be corrected, but as all A students who just need a little support getting there
-“I made it clear: they had to show up. They had to engage. They had to put in the work. And in return? I was going to do everything in my power to get them to the finish line”
-our purpose in life is to make people happy; if we can’t make them happy, at least don’t hurt them -Dalai Lama
-pleasure in the job puts perfection in the work -Aristotle
-good leaders spend most of their time observing, offering feedback, and helping players improve
-“learning moments” instead of failures
-instead of giving suggestions on how to adjust behaviors, ask what’s the cause of the behavior (16)
-connection cadences (37)
-meetings: instead of “project updates” on the agenda, ask “what decisions do we need to make today?” That small change shifts a meeting from passive updates to active conversations where we problem solve together (53)
-motion creates emotion (walking meetings) (55)
-begin meeting with connection; lead with questions (59)
-1:1s: have a conversation about processes (63)
-1:1s: “what’s something you’ve been thinking about that I might not know?” (73)
-how I show up matters than what’s on my feet or what I’m wearing or what I ate for breakfast
-“it’s all going to be fine” energy (94)
-steady smile…not blind optimism, but grounded in strategy and unshakeable belief that our team will execute. It’s not a mask: it’s conviction (101)
-I’ve made a choice—a choice to be positive, to preserve, to bring out the best in others. That isn’t luck. It isn’t circumstance. It’s a deliberate decision (118)
Specific strategies:
*For 1:1s
-“why is this behavior happening? How can I support you?”
-more praise and recognition. Lead with gratitude.
-“learning moments” not failures
-“motion creates emotion” walking meetings
*For team meetings:
-“team storytelling” that highlights a team value from the week? To start meetings vs game
-“what decisions do we need to make today?” Vs project updates. Inspires collaboration and action
Notes to self:
-seeing staff not as people who need to be corrected, but as all A students who just need a little support getting there
-“I made it clear: they had to show up. They had to engage. They had to put in the work. And in return? I was going to do everything in my power to get them to the finish line”
-our purpose in life is to make people happy; if we can’t make them happy, at least don’t hurt them -Dalai Lama
-pleasure in the job puts perfection in the work -Aristotle
-good leaders spend most of their time observing, offering feedback, and helping players improve
-“learning moments” instead of failures
-instead of giving suggestions on how to adjust behaviors, ask what’s the cause of the behavior (16)
-connection cadences (37)
-meetings: instead of “project updates” on the agenda, ask “what decisions do we need to make today?” That small change shifts a meeting from passive updates to active conversations where we problem solve together (53)
-motion creates emotion (walking meetings) (55)
-begin meeting with connection; lead with questions (59)
-1:1s: have a conversation about processes (63)
-1:1s: “what’s something you’ve been thinking about that I might not know?” (73)
-how I show up matters than what’s on my feet or what I’m wearing or what I ate for breakfast
-“it’s all going to be fine” energy (94)
-steady smile…not blind optimism, but grounded in strategy and unshakeable belief that our team will execute. It’s not a mask: it’s conviction (101)
-I’ve made a choice—a choice to be positive, to preserve, to bring out the best in others. That isn’t luck. It isn’t circumstance. It’s a deliberate decision (118)
December 15, 2025
In her wonderful new book, "The Seismic Shift in You" (as she also did so well in her first book, "The Seismic Shift in Leadership"), professor Michelle Johnston introduces us to the "Seven Shifts" that we need to make to succeed and to lead in today's disconnected world. Spoiler alert: Ultimately, it all comes down to "connection." And in her "seismic" new work, Dr. Johnston shakes things up by providing us with a simple-yet-powerful 7-step framework that will better enable you to connect with others...as well as with yourself.
~Todd Cherches, executive coach and author of "VisuaLeadership"
~Todd Cherches, executive coach and author of "VisuaLeadership"
December 30, 2025
I really enjoyed reading this book. The focus on connection as the root of effective leadership mirrors my own work perfectly and so many of the principles and ideas shared by Michelle and Marshall resonate strongly with me.
It’s engaging, with good use of stories and theories from across the spectrum of business and management thinking. Michelle’s ideas underpin the book, bringing a strong dose of her sparkling personality, and is well complemented by Marshall’s wisdom and experience.
It’s engaging, with good use of stories and theories from across the spectrum of business and management thinking. Michelle’s ideas underpin the book, bringing a strong dose of her sparkling personality, and is well complemented by Marshall’s wisdom and experience.
March 8, 2026
Blinkist app book of the day:
The Seismic Shift in You (2025) offers a fresh take on leadership that starts from the inside out, with personal growth, self-awareness, and real human connection. It walks you through practical shifts in how you understand yourself and how you relate to others, helping you build confidence, strengthen relationships, and show up as a more grounded and effective leader.
The Seismic Shift in You (2025) offers a fresh take on leadership that starts from the inside out, with personal growth, self-awareness, and real human connection. It walks you through practical shifts in how you understand yourself and how you relate to others, helping you build confidence, strengthen relationships, and show up as a more grounded and effective leader.
This entire review has been hidden because of spoilers.
January 28, 2026
my high school guidance counselor sent me a self help book :/
every page just made me angrier, actually.
it's a bunch of irrelevant (and exaggerated) statistics, and the most generic, meaningless slop that doesn't say anything new or of substance
every page just made me angrier, actually.
it's a bunch of irrelevant (and exaggerated) statistics, and the most generic, meaningless slop that doesn't say anything new or of substance
Displaying 1 - 6 of 6 reviews