The Tiger's Edge

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The Tiger's Edge

Unleash Your Full Potential! My client obsession will lead to your success. I help integrate your core values into your actions to support your ambitions.

Empowering analytical thinkers and subject-matter experts to become visionary leaders.

-Executive Coaching
-Team Coaching
-Emerging Leader Coaching
-Career Reinvention
-Workshops/Seminars
-Assessments (ELI, DiSC, etc.) EMPOWERING YOU TO UNLEASH YOUR FULL POTENTIALUNLEASH YOUR FULL POTENTIAL
Empowering people leaders to build engagement through resilience

Michael Tiger Coaching was founded to ins

pire high performing professionals to be true to themselves, in both business and in life. My experience managing businesses provides me a unique perspective to help maximize your ROI and drive business results, while achieving sustainable personal results. You should look back on your coaching experience as a spark that helped improve your life, helping you reach levels you never could have imagined. Authenticity and Inspiration are two of the most common terms used to describe me. I empower leaders by creating greater self-awareness and resilience so they can set and achieve ambitious goals. I believe in enhancing emotional intelligence (EQ) to enable you to turn challenges into opportunities, and then turn those opportunities into success. I want to be your partner in redefining success uniquely for you. CREATING TOMORROW'S LEADERS TODAY
Thriving in business is built on resilience, self-awareness, strong relationships, and perspective. Given the unprecedented times of change in the business environment, I want to make sure you’re well-prepared to become forward-thinking, impactful leaders of tomorrow. In fact, ‘soft’ skills are predicted to account for almost 50% of the top 15 skills desired by companies for 2025 (World Economic Forum, Future of Jobs Report). Agility will be key to helping you adapt to changing business and personal needs. Together we will incorporate future business and industry outlooks into long-term goal setting. Ensuring you develop skills and prepare for changes like AI will ensure you get and stay ahead of the game, maximizing your career and personal success. Key services offered include:
• Executive Coaching
• Team Coaching
• Career Reinvention
• Personal Branding

07/29/2026

Agreement can be a little dangerous when everyone assumes it means alignment.

I’ve seen teams leave a conversation believing they are on the same page, only to find out later that people were making decisions from very different versions of the goal.

That is usually where the trouble starts. Not because people are trying to create confusion, but because the same words can carry very different meanings.

A team may agree on growth, accountability, strategy, or urgency, while each person has a different idea of what that should actually look like once the work begins. And when things are moving quickly, it is easy to miss that gap because everyone is trying to keep going.

Make the decision. Move the work forward. Get to the next thing.

But if the meaning underneath the words is not clear, speed can make the misalignment show up faster.

This is also one of the leadership challenges behind my upcoming book, 𝘐𝘯𝘴𝘱𝘪𝘳𝘦𝘥 𝘣𝘺 𝘓𝘐𝘍𝘌: 𝘙𝘦𝘥𝘦𝘧𝘪𝘯𝘪𝘯𝘨 𝘵𝘩𝘦 𝘍𝘶𝘵𝘶𝘳𝘦 𝘰𝘧 𝘓𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱. In a faster world, leaders need to get better at understanding what people mean, not just what they say.

This week’s newsletter is about the difference between agreement and alignment, and why leaders may need to slow down long enough to make sure the team is not just saying the same words, but actually moving toward the same thing.

Where might your team be agreeing on the words, but not yet aligned on the meaning?

Link is in the comments.

07/22/2026

It is hard to be fully present when the day keeps pulling you forward.

You are in one meeting, but part of your brain is already in the next one. You are listening to someone, but you are also thinking about the decision you still need to make, the message you have not answered, or the problem waiting for you when the conversation ends.

I think a lot of leaders know that feeling.

The pace can become so normal that you barely question it. Move fast. Respond quickly. Keep things going. Stay on top of it all.

And speed can help.

But it can also make us less conscious than we realize.

We may hear the words, but miss the hesitation. We may get through the agenda, but miss the energy in the room. We may think people are aligned, when they really just moved on because there was no space to say what needed to be said.

That is what this week’s newsletter is about.

The pressure to move fast, the challenge of being fully present, and why consciousness may be one of the leadership skills we need most right now.

Link is in the comments.

07/15/2026

Summer has a way of helping us see things differently.

It may happen when you finally step away from the laptop, take a walk, spend time outside, sit at the beach, go on a trip, or have a conversation you are not rushing through. You may not even realize it in the moment, but then something stays with you. A frustration starts to make more sense. A decision feels clearer. A pattern you kept missing begins to show up.

That is one of the things I love about this time of year.

It can pull us out of our normal patterns just enough to notice what has been sitting there all along. And for leaders, that can be powerful, because sometimes the next insight is not waiting in another meeting or another attempt to force the same answer.

It is waiting in the moment you finally slow down enough to see it.

This idea is also a big part of my new book, Inspired by LIFE: Redefining the Future of Leadership. Leadership inspiration is everywhere, but it only becomes useful when we notice it and do something with it.

I wrote more about this in this week’s newsletter.

Link is in the comments.

07/08/2026

You matter more than you think. And the way you show up travels farther than you realize.

Most of us only see the conversation in front of us.

We do not see what someone carries out of that conversation. We do not see how it changes the next room they walk into, the next decision they make, or the way they show up for someone else.

Your impact does not always come back as a thank-you note, a measurable result, or some obvious sign that you made a difference. Sometimes the most meaningful impact is already showing up somewhere else.

That idea has been stuck in my head since reading Jennifer Breheny Wallace’s Never Enough. She shares an exercise from another researcher about imagining our impact as lights on a map, and I love that image.

Because if we could see where our impact traveled in just one week, I think many of us would be shocked by how much brighter the world is because we were here.

That is empowering. It is also a responsibility.

Especially for leaders.

People carry the way we make them feel into rooms we may never enter.

I wrote more about this in this week’s blog.

Link is in the comments.

07/01/2026

America does not reach 250 years by standing still.

That is what I keep thinking about heading into July 4th.

So much of our country’s progress has come from people adapting to what the moment required. New industries. New technologies. New challenges. New ways of working, leading, building, serving, and contributing.

And behind all of that progress are individual people who had to figure out how to move forward when the world around them changed.

That feels especially relevant right now.

I see it in the leaders I coach. I see it in teams trying to navigate uncertainty. I see it in organizations preparing for new leadership, new expectations, new technology, and new ways of working.

At one company where I’m coaching several leaders, a new CEO starts in August. The transition has not fully happened yet, but people are already adapting. They are trying to understand what may change, what will stay the same, and how to keep leading while some of the answers are still unclear.

That is real adaptability.

Not just reacting to change after everything is obvious, but staying grounded enough to carry what matters forward while still being willing to evolve.

As America turns 250, I think there is a leadership lesson worth holding onto.

Progress has always required adaptability.

And the leaders who help people adapt with clarity, confidence, and purpose will be the ones who help shape what comes next.

I wrote more about this in this week’s newsletter.

Link is in the comments.

06/24/2026

Innovation may become one of the biggest separators between the organizations that move forward and the ones that slowly fall behind.

And the biggest mistake leaders can make is thinking innovation starts with the tool.

It starts with people.

People notice where customers are frustrated. They see where a process keeps slowing everyone down. They know where the team is wasting energy. They can usually feel when the old model still works, but not as well as it used to.

The problem is that many organizations train people to ignore those signals.

Keep moving.

Stay focused.

Follow the process.

Don’t question how things work unless you already have the answer.

That may feel efficient in the moment. Over time, it can quietly drain the innovation right out of the business.

With AI, automation, and new technologies changing what is possible, leaders will need more than access to better tools. They will need teams that can spot problems, challenge assumptions, test ideas, and build better ways forward.

That is the human side of innovation.

And it may become one of the most important competitive advantages a leader can build.

I wrote more about this in this week’s newsletter.

Link is in the comments.

06/17/2026

I’ve been thinking a lot about how much business is changing right now, because it seems to be coming up in almost every coaching engagement I have.

AI is obviously part of it, but the conversations usually go much deeper than technology. Leaders are trying to figure out how to make better decisions as the pace keeps increasing, how to develop people as the work itself changes, and how to ensure their teams and organizations continue to create value in a business landscape that looks different from what it did even a few years ago.

Tomorrow, I’ll be speaking about this at the New Jersey CPA Convention, specifically through the lens of the accounting industry. But this is much bigger than accounting. I’m seeing it across levels, functions, and industries.

In this week’s newsletter, I write about five areas I believe leaders need to be paying closer attention to:

1. Redefining value
2. Adapting the business model
3. Developing judgment more intentionally
4. Improving how leadership teams make decisions
5. Transferring trust and knowledge before it becomes urgent

The cost of waiting may be higher than many leaders realize. Talent may not develop fast enough. Decisions may take too long. Clients and customers may start expecting something different. And businesses may keep relying on models that are slowly losing strength.

The good news is that leaders do not need to have every answer to start preparing for what comes next.

They just need to start building the capacity to adapt.

Link to the newsletter is in the comments.

06/10/2026

A client recently told me he felt trapped in his role.

He still had his job. In fact, he was one of the people his company kept after layoffs. But he was now being asked to do more with less, including taking on responsibilities he never wanted. Saying no felt risky because job security suddenly felt more fragile, and knowing that friends and former colleagues were struggling to find new roles only made the pressure heavier.

That is the part of this market that people do not always talk about.

Layoffs, AI, restructurings, relocations, and cost-cutting affect far more people than the ones who leave. They affect the people who stay too. The people who feel stuck. The people who feel grateful and frustrated at the same time. The people trying to keep going while quietly wondering what all of this means for their future.

And when people feel that kind of uncertainty, many instinctively pull back. They wait. They protect what they have. They postpone the conversation, the development, the coaching, the investment in themselves.

It makes sense.

It can also become the problem.

Because if the market is changing and you are standing still, you may not be protecting yourself as much as you think. You may be losing options, missing opportunities, or giving uncertainty more control over your future than it deserves.

That was the shift in my conversation with this client. We worked on turning those very real feelings into action, clarity, and a stronger sense of ownership over his career and life.

That is what my latest blog is about.

𝗧𝗵𝗲 𝘄𝗼𝗿𝘀𝘁 𝘁𝗶𝗺𝗲 𝘁𝗼 𝘀𝘁𝗼𝗽 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗻𝗴 𝗶𝗻 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗺𝗮𝘆 𝗯𝗲 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗳𝗲𝗲𝗹𝘀 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻.

Link in comments.

06/03/2026

Stress is contagious.

We all know what it feels like to walk into a tense meeting and somehow leave carrying stress that was not yours when you entered.

Recently, I introduced a client to a concept I had read about called secondhand stress, and the comparison immediately clicked.

Think secondhand smoke. You may not be the one carrying the stress, but if you are close enough to it, you still feel the effects.

That framing hit hard because this leader thought they were shielding their team from their stress. They were trying to be supportive, respectful, and intentional. Yet the team was still picking up on far more than they realized.

The pressure they thought they were managing privately.

The frustration they assumed no one noticed.

The tension they believed they were containing.

People notice. Especially teams. Especially high performers.

Sometimes leaders think they are absorbing the stress of the group when the opposite is happening. Their stress is spreading, and over time, it can quietly become burnout, hesitation, disengagement, or a team that just feels heavier than it should.

If you’re leading under pressure, don’t assume your stress is staying with you. It probably isn’t.

Link in comments.

05/27/2026

How many leaders are walking around with absolutely no idea how much impact they have had on people, good or bad?

I am not talking about the obvious stuff.

I mean the moments that seem small at the time but stick with people years afterward.

I can still remember bosses who affected me years later. Some made me better. Others left marks that took time to shake (and still haunt me at times).

That got me thinking about leadership in a very different way and led me down a rabbit hole after finishing Mita Mallick’s thought-provoking book, 𝘛𝘩𝘦 𝘋𝘦𝘷𝘪𝘭 𝘌𝘮𝘢𝘪𝘭𝘴 𝘢𝘵 𝘔𝘪𝘥𝘯𝘪𝘨𝘩𝘵.

It also led to a thought experiment that genuinely made me uncomfortable.

One that I think every leader should probably sit with at some point.

I wrote about it in my latest blog.

Link in comments.

Address

PO Box 313
Livingston, NJ
07039

Telephone

+19739936008

Website

http://www.michaeltiger.com/

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