The New Portrait Of Leadership: Jackie Insinger Of Spark Brilliance for Educators On Which Legacy Ideas About Leadership Need To Be Discarded, And Which New Approaches To Leadership Should Be Embraced
An Interview with Karen Mangia
Grounded Optimism
I call this “Hope in Action.” The best leaders don’t sugarcoat challenges, but they also don’t get stuck in the hard stuff. They create stability and possibility. When leaders model that kind of mindset, teams stay focused, resilient, and future-oriented — even when things get tough.
We are living in the Renaissance of Work. Just like great artists know that an empty canvas can become anything, great leaders know that an entire organization — and the people inside it — can become anything, too. Master Artists and Mastering the Art of Leadership draw from the same source: creation. In this series, we’ll meet masters who are creating the future of work and painting a portrait of lasting leadership. As part of this series, we had the pleasure of interviewing Jackie Insinger.
Jackie Insinger is a globally recognized leadership strategist and bestselling author who has worked with Fortune 500 executives and elite teams to build trust-driven, high-performing cultures. With Human Development and Psychology degrees from Duke and Harvard and an MIT certification in Neuroscience for Business, she bridges cutting-edge research with real-world leadership. Her Spark Brilliance framework, originally designed for corporate leaders, became a global movement and, thanks to Monica, found a powerful new application in education.
Thank you for joining us. Our readers would enjoy discovering something interesting about you. What are you in the middle of right now that you’re excited about personally or professionally?
Right now, I’m leading one of the most exciting projects of my career. After years of working with corporate leaders and executive teams through Spark Brilliance — helping them navigate change and lead with trust, intention, and clarity — we’ve just launched a new education-focused division: Spark Brilliance for Educators.
The idea was sparked (pun intended) by a longtime client and friend, Monica White, a visionary school founder. She brought the Spark Brilliance framework into her schools and immediately saw transformation — teachers felt re-energized, students were more engaged, and the culture shifted. We teamed up to reengineer the program specifically for educators, and partnered with universities to study the outcomes. The data blew us away: over a 25% drop in teacher burnout, improved teacher retention, student attendance up over 12%, and test scores climbing by nearly 16%.
This is an extension of the same mission I’ve always had: helping people lead with connection, clarity, and purpose — no matter where they are.
We all get by with a little help from our friends. Who is the leader that has influenced you the most, and how?
Coach K from Duke has had a lasting influence on how I view leadership — and not just because I went to Duke. I had the unique privilege of witnessing how he created a deep sense of connection, safety, and loyalty among his players. These weren’t just elite athletes trying to make it to the NBA. They were a family. He brought them into his own home every Sunday for dinner with his family. He modeled trust. He made sure they knew they mattered.
That kind of intentional connection — especially in a high-pressure, high-performance environment — created an extraordinary team culture. They didn’t just play hard; they played for each other. And that lesson has stayed with me in everything I teach about leadership today: connection isn’t just a feel-good extra. It’s the foundation for performance.
Sometimes our biggest mistakes lead to our biggest discoveries. What’s the biggest mistake you’ve made as a leader, and what did you discover as a result?
Early in my leadership journey, I thought being a strong leader meant always having the answers. I believed I needed to be polished, composed, and unshakable at all times — the rock for everyone else.
The mistake? I was showing up polished but disconnected. My team respected me, but they didn’t really know me. And as a result, we lacked the psychological safety that fuels innovation, trust, and real performance.
What I discovered was this: vulnerability isn’t weakness — it’s leadership currency. When I started showing up as fully human — owning the unknowns, sharing challenges, asking for input — everything shifted. Engagement went up. Creativity came alive. And we started building something real together.
Now I teach leaders the same thing. Leadership isn’t about being perfect. It’s about being real, and creating space where others can be real, too.
How has your definition of leadership changed or evolved over time? What does it mean to be a leader now?
For a long time, I thought leadership was about being the expert in the room — the one with the vision, the plan, the certainty. Now I know: leadership isn’t about having all the answers. It’s about creating the conditions for others to thrive.
The conditions of leadership today are unlike anything we’ve seen before — disruption, rapid change, constant pivoting. We’re leading in VUCA times, and that requires a very different kind of leadership. People don’t need perfection. They need something much more powerful: trust and belief.
That’s why I teach leaders to find the sweet spot where authenticity and positivity meet. Authenticity builds trust — your team knows you’re real. Positivity builds faith — the belief that things can and will work out, even in the face of uncertainty. Leaders today have to create buy-in and inspire forward momentum, even when people feel unsure.
Leadership today is human. It’s intentional. And it’s built on the ability to move forward — with clarity, courage, and hope.
What is one legacy leadership behavior you stopped because you discovered it was no longer valuable or relevant?
I’ve had to work hard to let go of toxic productivity.
As a high achiever, I used to believe that the more I did — and the faster I did it — the more successful I’d become. I wasn’t chasing busy to feel important, I truly believed everything was important. That success lived on the other side of doing all the things, all the time.
But that mindset is exhausting — and it’s not sustainable. It leads to burnout, fractured focus, and a constant feeling of falling behind, even when you’re ahead. And as a leader, it also sets a dangerous example for your team.
I’m still a work in progress here, but I’ve learned that effectiveness doesn’t come from doing more. It comes from doing what matters most, with intention and clarity. That shift — saying no more often, building in white space, pausing to think — has created more success than any hustle ever did.
What is one lasting leadership behavior you started or are cultivating because you believe it is valuable or relevant?
I’ve become fiercely committed to leading with what I call Practical Optimism.
It’s not toxic positivity — the kind that glosses over hard things — but a grounded, intentional belief that says: “Yes, this is hard. And yes, we can do something about it.”
Practical Optimism lives at the intersection of authenticity and positivity. It’s about acknowledging challenges while still helping people believe things can and will get better. When leaders show up with that mindset, it creates psychological safety and forward momentum. Teams stay engaged. People keep moving.
It’s a simple but powerful shift — and one I try to embody every day. Because the best leaders aren’t the ones who pretend everything’s fine. They’re the ones who help people find belief in what’s possible — even in the middle of uncertainty.
What advice would you offer to other leaders who are stuck in past playbooks and patterns and may be having a hard time letting go of what made them successful in the past?
Here’s what I often say to leaders: just because something used to work doesn’t mean it still does.
We’re not leading in the same world we were five — or even two — years ago. The most dangerous thing a leader can do is hold tightly to outdated patterns while the world evolves around them. What made you successful in the past might actually be the thing holding you back now.
I often remind my clients: you didn’t get here by staying the same. You got here by adapting, learning, growing. That doesn’t stop once you hit a certain title.
Letting go of the old isn’t about losing your edge — it’s about sharpening it for what’s next. The leaders who thrive today are the ones willing to unlearn, experiment, and evolve — not in spite of disruption, but because of it.
Many of our readers can relate to the challenge of leading people for the first time. What advice would you offer to new and emerging leaders?
Start by leading like a human — not a title.
New leaders often feel pressure to prove themselves, to show authority, or to have all the answers. But people don’t want perfect leaders — they want real ones.
You’ll gain trust faster by asking thoughtful questions than by pretending to know it all. Focus on listening, building relationships, and creating clarity. And don’t be afraid to admit what you’re still learning.
The strongest leaders I know are the ones who stay humble, curious, and deeply invested in the success of their team — not just their own. If you can do that? You’re already ahead of the game.
Based on your experience or research, what are the top five traits effective leaders exemplify now? Please share a story or an example for each.
1. Clarity
In times of uncertainty, vagueness creates fear. Great leaders don’t have to know everything, but they do have to communicate clearly. I once worked with a leader during a reorg who openly shared what was known, what was still unknown, and what the plan was for closing those gaps. Her clarity built more trust than any polished message ever could.
2. Authenticity
People can feel when a leader is faking it. One of my clients shifted from “corporate speak” to real, honest communication — and her team immediately leaned in. When people know who you really are, they’re more likely to follow you through uncertainty.
3. Accountability
Accountability isn’t about blame — it’s about follow-through. Great leaders do what they say they’ll do, and they create cultures where others are expected to do the same. I worked with a company where the CEO made accountability part of every leadership conversation — starting with himself. That shift not only improved performance, it created a culture of ownership and respect.
4. Agility
Rigid plans don’t survive disruption. I coached a leadership team through a major pivot, and their ability to adapt — and to bring their people along with them — turned a moment of chaos into a competitive advantage. Agility isn’t just about speed — it’s about thoughtful, flexible leadership.
5. Grounded Optimism
I call this “Hope in Action.” The best leaders don’t sugarcoat challenges, but they also don’t get stuck in the hard stuff. They create stability and possibility. When leaders model that kind of mindset, teams stay focused, resilient, and future-oriented — even when things get tough.
American Basketball Coach John Wooden said, “Make each day your masterpiece.” How do you embody that quote?
For me, it’s not about making each day perfect — it’s about showing up fully. And I do. Every single day.
Some days, showing up 100% looks like leading with energy and clarity. Other days, it looks like being honest about the mess and still choosing to be present. But no matter what, I give what I’ve got. That’s how I define a masterpiece — something real, intentional, and meaningful.
When my oldest son left for college, it hit me hard. Time flies. And I’d give anything to slow it down. That moment reminded me why every day matters — not because of productivity or success, but because of connection.
Now I try to create what we call “forever memories” as often as I can. Whether it’s a team retreat, a quiet dinner, or a walk with someone I love — I want to look back and know I was there. Fully. That’s the masterpiece.
What is the legacy you aspire to leave as a leader?
I want to be known as someone who made people feel like they mattered — who helped leaders become more human, more connected, and more impactful. That’s the personal impact I care about most: creating the kind of presence where people feel seen, valued, and safe to shine.
But beyond that, I want to spread a message — and a movement — of sparking positivity. Because when leaders lead with intention and optimism, it creates a cascade effect. That energy spreads — through teams, families, communities — and shapes the emotional climate of entire organizations.
One spark of positivity can change the tone of a conversation. A consistent spark can shift culture. And if we do this well? We don’t just light a match — we spark a fireworks show.
That’s the legacy I want to leave behind: a world where leadership becomes a force for human connection, contagious optimism, and meaningful change.
How can our readers connect with you to continue the conversation?
You can connect with me on LinkedIn at https://www.linkedin.com/in/jackieinsinger, or visit www.sparkbrilliance.com to learn more about our work with corporate leaders and teams.
If you’re in the world of education — or know someone who is — you can check out our new educator division at www.sparkeducators.org. We’re bringing this same leadership impact into classrooms, and the results have been incredible.
You can also explore both books on Amazon:
Spark Brilliance: https://www.amazon.com/dp/1544527101
Spark Brilliance for Educators: https://www.amazon.com/dp/1962341658
And you’re always welcome to reach out directly at jackie@sparkbrilliance.com.
Thank you for giving us the opportunity to experience a leadership master at work. We wish you continued success and good health!
The New Portrait Of Leadership: Jackie Insinger Of Spark Brilliance for Educators On Which Legacy… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.