{"id":86469,"date":"2025-05-09T06:00:00","date_gmt":"2025-05-09T11:00:00","guid":{"rendered":"https:\/\/www.success.com\/?p=86469"},"modified":"2025-05-19T13:23:10","modified_gmt":"2025-05-19T18:23:10","slug":"understanding-the-six-leadership-styles","status":"publish","type":"post","link":"https:\/\/www.success.com\/understanding-the-six-leadership-styles\/","title":{"rendered":"How Do You Lead? Understanding the 6 Leadership Styles"},"content":{"rendered":"\n

Leadership style has a direct impact on a company or team\u2019s atmosphere and financial performance and… the most effective leaders mix and match styles.<\/p>\n\n\n\n

In 2000, psychologist Daniel Goleman\u2014best known for popularizing the concept of emotional intelligence<\/a>\u2014published an article in the Harvard Business Review<\/em> (HBR<\/em>) titled \u201cLeadership That Gets Results<\/a>,\u201d in which he outlined six concrete leadership styles that vowed to take \u201cthe mystery out of effective leadership.\u201d<\/p>\n\n\n\n

The styles emerged from a survey by consulting firm Hay\/McBer of thousands of executives that tied into Goleman\u2019s own emotional intelligence research. In the article, Goleman asserted that leadership style has a direct impact on a company or team\u2019s atmosphere and financial performance and that the most effective leaders mix and match styles: \u201cThey use most of them in a given week\u2014seamlessly and in different measure\u2014depending on the business situation.\u201d<\/p>\n\n\n\n

By phone from his Goleman Consulting Group offices in New York in 2025, the author reiterates the same message. \u201cThe best leaders have access to several styles and use them as needed,\u201d Goleman says. \u201cSome leaders are stuck in one or two styles. If they\u2019re the worst styles, the ones that have a negative impact, then people\u2019s performance is typically lower.\u201d<\/p>\n\n\n\n\"Leadership<\/a>\n\n\n\n

Understanding the 6 leadership styles<\/h2>\n\n\n\n

What are those six distinct styles? In the original HBR<\/em> article, they are defined as \u201ccoercive\u201d leaders demanding immediate compliance, \u201cauthoritative\u201d leaders mobilizing people toward a vision, \u201caffiliative\u201d leaders creating emotional bonds and harmony, \u201cdemocratic\u201d leaders building consensus through participation, \u201cpacesetting\u201d leaders expecting excellence and self-direction and \u201ccoaching\u201d leaders developing people for the future.<\/p>\n\n\n\n

In a nutshell, according to the original research, catchphrases for leaders of the six styles might be: \u201cDo what I tell you\u201d (coercive); \u201cCome with me\u201d (authoritative); \u201cPeople come first\u201d (affiliative); \u201cWhat do you think?\u201d (democratic); \u201cDo as I do, now\u201d (pacesetting); and \u201cTry this\u201d (coaching).<\/p>\n\n\n\n

Since their introduction, the styles have been adapted extensively and applied to pretty much every industry. A variety of methodologies and training can be found online for determining, coaching and practicing leadership styles. Almost all seem to build on and\/or come back to the original six laid out by Goleman<\/a>.<\/p>\n\n\n\n

Adapting styles<\/h2>\n\n\n\n

\u201cMany managers mistakenly assume that leadership style is a function of personality rather than strategic choice,\u201d Goleman wrote in 2000. \u201cInstead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.\u201d<\/p>\n\n\n\n

He offers an example today of how a leader might adapt their style to fit the moment. \u201cYou might be a visionary leader<\/a> in a hospital,\u201d he describes. \u201cInstead of starting a meeting with people talking about the numbers, which is a downer, you start the meeting by reminding people that our mission is a noble one, which is helping people get better. That\u2019s the visionary leader.\u201d<\/p>\n\n\n\n

\u201cHowever,\u201d he adds, \u201ca visionary leader may also be an ER physician, and in the ER, you really need to be kind of \u2018command and control.\u2019 Someone needs to take charge. You have to triage; you have to decide quickly how to treat people coming in. So, you use a different style in leading in that context.<\/p>\n\n\n\n

\u201cPeople often misunderstand this literature and think that they are \u2018one style\u2019 or another, when in fact the best leaders exhibit four or more styles as needed,\u201d Goleman says.<\/p>\n\n\n\n

How emotional intelligence fits into the equation<\/h2>\n\n\n\n

Emotional intelligence<\/a> plays a key role. \u201cIf you were high in self-awareness, you would know what your leadership styles tend to be,\u201d he adds. \u201cAnd if you\u2019re high in empathy also, you\u2019d be better able to fit a particular style to a particular situation.\u201d In addition, if leaders are more aware of their own strengths and limitations, Goleman points out, they\u2019d know to surround themselves with people on their team who have complementary strengths. \u201cI think the best leaders, for example at the top of organizations, have this ability.\u201d<\/p>\n\n\n\n

You can find myriad quizzes and assessment tools online<\/a> for determining your own leadership styles. But Goleman adds that you can intuit this from those around you: \u201cI also think that generally, whether it\u2019s emotional intelligence or leadership style, you do better to ask people who know you well, who work with you day in and day out, whether you\u2019re good at self-awareness or whether you\u2019re a visionary leader than to try to figure it out yourself, because of self-deception.\u201d<\/p>\n\n\n\n

The original research underscored that very few leaders \u201chave all six styles in their repertory,\u201d but by exploring the emotional intelligence competencies involved in each style, \u201cThey can work assiduously to increase their quotient of them.\u201d<\/p>\n\n\n\n

Pros and cons<\/h2>\n\n\n\n

\u201cBeing able to switch among the authoritative, affiliative, democratic and coaching styles as conditions dictate creates the best organizational climate and optimizes business,\u201d the HBR<\/em> article advised.<\/p>\n\n\n\n

Goleman points out now that even the dubbed \u201cnegative\u201d styles (read: coercive and pacesetting) have their place. \u201cThere is a context in which even what are usually the most negative styles can be quite positive,\u201d he says. \u201cSo, for example, what we call the \u2018pacesetter\u2019 style, which often turns people off, in certain contexts when there\u2019s an emergency, like in the ER, or if for example one company takes over another company, then the pacesetter or the \u2018command and control\u2019 (sometimes called the \u2018coercive\u2019 style) in a crisis can be very important. It\u2019s very conducive to have someone in charge.\u201d<\/p>\n\n\n\n

Other writers have tried to pinpoint cons of the \u201cpositive\u201d styles, such as that longer-term approaches might lose sight of shorter-term concerns, some approaches can be too time-consuming or some might presuppose that other team members be open to the same process.<\/p>\n\n\n\n

How to use leadership styles<\/h2>\n\n\n\n

The HBR<\/em> research summarized scenarios for when each style would work best:<\/p>\n\n\n\n

Coercive<\/strong>: \u201cIn a crisis, to kick start a turnaround, or with problem employees\u201d<\/p>\n\n\n\n

Authoritative<\/strong>: \u201cWhen changes require a new vision, or when a clear direction is needed\u201d<\/p>\n\n\n\n

Affiliative<\/strong>: \u201cTo heal rifts in a team or to motivate people during stressful circumstances\u201d<\/p>\n\n\n\n

Democratic<\/strong>: \u201cTo build buy-in or consensus, or to get input from valuable employees\u201d<\/p>\n\n\n\n

Pacesetting<\/strong>: \u201cTo get quick results from a highly motivated and competent team\u201d<\/p>\n\n\n\n

Coaching<\/strong>: \u201cTo help an employee improve performance or develop long-term strengths\u201d<\/p>\n\n\n\n

Styles can also fit better in certain industries. \u201cI remember when I gave a talk in the financial sector,\u201d Goleman recalls. \u201cThe idea of the \u2018pacesetter\u2019 was challenged because in that context of their business organization, it seemed like a valued leadership style. And it may well be, particularly because it\u2019s very competitive to get a position there and to keep it, so that means people are both motivated and competent. If the people on your team are motivated and competent, then you can be a \u2018pacesetter\u2019 and have a successful team.\u201d He adds that this could also be applied to the tech sector, for example.<\/p>\n\n\n\n

\u201cI think it\u2019s useful to know that in certain contexts one style is more applicable than the other, and\u2026 to know whether you can manifest that style or not. Leaders need to know that, and I think coaches can help them.\u201d<\/p>\n\n\n\n

\u201cLike parenthood, leadership will never be an exact science,\u201d Goleman wrote in 2000. \u201cBut neither should it be a complete mystery to those who practice it.\u201d<\/p>\n\n\n\n

Ready to refine your leadership style? Join the SUCCESS\u00ae Leadership Lab\u2014a dynamic, 18-day virtual course for rising leaders who want to lead with clarity, influence, and confidence. This hybrid experience combines expert-led lessons with live coaching to provide you with practical tools to build trust with your team, navigate chaos and crises, shape a healthy, driven work culture, and more. Secure your spot today<\/a>.<\/em><\/p>\n\n\n\n

This article originally appeared in the May 2025 issue of SUCCESS+ digital magazine<\/a>.<\/em><\/strong> Photo<\/em> by Drazen Zigic\/iStock.com<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Surprisingly, your leadership style isn\u2019t a function of your personality. Learn the 6 leadership styles so you can employ them at the right time.<\/p>\n","protected":false},"author":32388,"featured_media":86470,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","om_disable_all_campaigns":false,"inline_featured_image":false,"ub_ctt_via":"","footnotes":""},"categories":[14383],"tags":[],"class_list":["post-86469","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-development"],"featured_image_src":"https:\/\/www.success.com\/wp-content\/uploads\/2025\/05\/Leadership-Styles.jpg","author_info":{"display_name":"Jennifer Green","author_link":"https:\/\/www.success.com\/author\/jennifer-green\/"},"yoast_head":"\nHow Do You Lead? 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Learn the 6 leadership styles so you can employ them at the right time."],"_yoast_wpseo_content_score":["30"],"_yoast_wpseo_focuskeywords":[""],"_yoast_wpseo_keywordsynonyms":[""],"_yoast_wpseo_estimated-reading-time-minutes":["6"],"_yoast_wpseo_opengraph-image":["https:\/\/www.success.com\/wp-content\/uploads\/2025\/05\/Leadership-Styles-social-1024x538.jpg"],"_yoast_wpseo_opengraph-image-id":["86471"],"jet_engine_store_count_recently-viewed":["487"],"_yoast_indexnow_last_ping":["1747678990"],"jet_engine_store_count_bookmark":["1"],"_elementor_page_assets":["a:0:{}"]},"guest_author_field_data":{"main_author_is":"user","guest_authors":[],"user_authors":[{"user_email":"jgreen@mailinator.com","user_login":"Jennifer-Green","first_name":"Jennifer","last_name":"Green","display_name":"Jennifer Green","nickname":"Jennifer-Green","user_meta":{"nickname":["Jennifer-Green"],"first_name":["Jennifer"],"last_name":["Green"],"description":["Jennifer Green has been writing about the\u00a0entertainment industry for more than two decades, and her work (archived at\u00a0<a href=\"http:\/\/filmsfromafar.com\/\" target=\"_blank\" rel=\"noopener\" data-saferedirecturl=\"https:\/\/www.google.com\/url?q=http:\/\/filmsfromafar.com&source=gmail&ust=1680358271670000&usg=AOvVaw1RY3MXV-NLVA-ji3HFBhfb\">filmsfromafar.com<\/a>) has appeared in a variety of international publications and websites. She splits her time between the US and Spain, and when she's not teaching or spending time with her family, she can be found in front of a movie screen."],"rich_editing":["true"],"syntax_highlighting":["true"],"comment_shortcuts":["false"],"admin_color":["fresh"],"use_ssl":["0"],"show_admin_bar_front":["true"],"locale":[""],"wp_capabilities":["a:1:{s:6:\"author\";b:1;}"],"wp_user_level":["0"],"_yoast_wpseo_profile_updated":["1680280587"],"wp_user_avatar":[""],"dismissed_wp_pointers":[""],"molongui_author_post_count":["7"],"course_points":["0"],"ppress_billing_address":[""],"ppress_billing_city":[""],"ppress_billing_country":[""],"ppress_billing_state":[""],"ppress_billing_postcode":[""],"ppress_billing_phone":[""],"pp_uploaded_files":["a:0:{}"],"wpseo_title":[""],"wpseo_metadesc":[""],"wpseo_content_analysis_disable":[""],"wpseo_keyword_analysis_disable":[""],"wpseo_inclusive_language_analysis_disable":[""],"wpseo_user_schema":["a:0:{}"],"molongui_author_phone":[""],"molongui_author_job":[""],"molongui_author_company":[""],"molongui_author_company_link":[""],"molongui_author_box_display":["default"],"molongui_author_image_id":[""],"molongui_author_image_url":[""],"molongui_author_image_edit":[""],"advanced-ads-role":[""],"molongui_author_page_count":["0"],"is_geuest_user":["32388"]}}]},"custom_post_content":"<!-- wp:paragraph -->\n<p>Leadership style has a direct impact on a company or team\u2019s atmosphere and financial performance and... the most effective leaders mix and match styles.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>In 2000, psychologist Daniel Goleman\u2014best known for popularizing the concept of <a href=\"https:\/\/www.success.com\/why-is-emotional-intelligence-important\/\">emotional intelligence<\/a>\u2014published an article in the <em>Harvard Business Review<\/em> (<em>HBR<\/em>) titled \u201c<a href=\"https:\/\/hbr.org\/2000\/03\/leadership-that-gets-results\" target=\"_blank\" rel=\"noreferrer noopener\">Leadership That Gets Results<\/a>,\u201d in which he outlined six concrete leadership styles that vowed to take \u201cthe mystery out of effective leadership.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>The styles emerged from a survey by consulting firm Hay\/McBer of thousands of executives that tied into Goleman\u2019s own emotional intelligence research. In the article, Goleman asserted that leadership style has a direct impact on a company or team\u2019s atmosphere and financial performance and that the most effective leaders mix and match styles: \u201cThey use most of them in a given week\u2014seamlessly and in different measure\u2014depending on the business situation.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>By phone from his Goleman Consulting Group offices in New York in 2025, the author reiterates the same message. \u201cThe best leaders have access to several styles and use them as needed,\u201d Goleman says. \u201cSome leaders are stuck in one or two styles. If they\u2019re the worst styles, the ones that have a negative impact, then people\u2019s performance is typically lower.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:html -->\n\n<!-- \/wp:html -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-understanding-the-6-leadership-styles\">Understanding the 6 leadership styles<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p>What are those six distinct styles? In the original <em>HBR<\/em> article, they are defined as \u201ccoercive\u201d leaders demanding immediate compliance, \u201cauthoritative\u201d leaders mobilizing people toward a vision, \u201caffiliative\u201d leaders creating emotional bonds and harmony, \u201cdemocratic\u201d leaders building consensus through participation, \u201cpacesetting\u201d leaders expecting excellence and self-direction and \u201ccoaching\u201d leaders developing people for the future.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>In a nutshell, according to the original research, catchphrases for leaders of the six styles might be: \u201cDo what I tell you\u201d (coercive); \u201cCome with me\u201d (authoritative); \u201cPeople come first\u201d (affiliative); \u201cWhat do you think?\u201d (democratic); \u201cDo as I do, now\u201d (pacesetting); and \u201cTry this\u201d (coaching).<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Since their introduction, the styles have been adapted extensively and applied to pretty much every industry. A variety of methodologies and training can be found online for determining, coaching and practicing leadership styles. Almost all seem to build on and\/or come back to the original six laid out by <a href=\"https:\/\/www.danielgoleman.info\/\" target=\"_blank\" rel=\"noreferrer noopener\">Goleman<\/a>.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-adapting-styles\">Adapting styles<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p>\u201cMany managers mistakenly assume that leadership style is a function of personality rather than strategic choice,\u201d Goleman wrote in 2000. \u201cInstead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>He offers an example today of how a leader might adapt their style to fit the moment. \u201cYou might be a <a href=\"https:\/\/offer.success.com\/leadership-lab\/\">visionary leader<\/a> in a hospital,\u201d he describes. \u201cInstead of starting a meeting with people talking about the numbers, which is a downer, you start the meeting by reminding people that our mission is a noble one, which is helping people get better. That\u2019s the visionary leader.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>\u201cHowever,\u201d he adds, \u201ca visionary leader may also be an ER physician, and in the ER, you really need to be kind of \u2018command and control.\u2019 Someone needs to take charge. You have to triage; you have to decide quickly how to treat people coming in. So, you use a different style in leading in that context.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>\u201cPeople often misunderstand this literature and think that they are \u2018one style\u2019 or another, when in fact the best leaders exhibit four or more styles as needed,\u201d Goleman says.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-how-emotional-intelligence-fits-into-the-equation\">How emotional intelligence fits into the equation<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p><a href=\"https:\/\/www.success.com\/emotional-intelligence-in-leadership\/\">Emotional intelligence<\/a> plays a key role. \u201cIf you were high in self-awareness, you would know what your leadership styles tend to be,\u201d he adds. \u201cAnd if you\u2019re high in empathy also, you\u2019d be better able to fit a particular style to a particular situation.\u201d In addition, if leaders are more aware of their own strengths and limitations, Goleman points out, they\u2019d know to surround themselves with people on their team who have complementary strengths. \u201cI think the best leaders, for example at the top of organizations, have this ability.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>You can find myriad quizzes and <a href=\"https:\/\/www.success.com\/disc-assessment\/\">assessment tools online<\/a> for determining your own leadership styles. But Goleman adds that you can intuit this from those around you: \u201cI also think that generally, whether it\u2019s emotional intelligence or leadership style, you do better to ask people who know you well, who work with you day in and day out, whether you\u2019re good at self-awareness or whether you\u2019re a visionary leader than to try to figure it out yourself, because of self-deception.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>The original research underscored that very few leaders \u201chave all six styles in their repertory,\u201d but by exploring the emotional intelligence competencies involved in each style, \u201cThey can work assiduously to increase their quotient of them.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-pros-and-cons\">Pros and cons<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p>\u201cBeing able to switch among the authoritative, affiliative, democratic and coaching styles as conditions dictate creates the best organizational climate and optimizes business,\u201d the <em>HBR<\/em> article advised.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Goleman points out now that even the dubbed \u201cnegative\u201d styles (read: coercive and pacesetting) have their place. \u201cThere is a context in which even what are usually the most negative styles can be quite positive,\u201d he says. \u201cSo, for example, what we call the \u2018pacesetter\u2019 style, which often turns people off, in certain contexts when there\u2019s an emergency, like in the ER, or if for example one company takes over another company, then the pacesetter or the \u2018command and control\u2019 (sometimes called the \u2018coercive\u2019 style) in a crisis can be very important. It\u2019s very conducive to have someone in charge.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Other writers have tried to pinpoint cons of the \u201cpositive\u201d styles, such as that longer-term approaches might lose sight of shorter-term concerns, some approaches can be too time-consuming or some might presuppose that other team members be open to the same process.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-how-to-use-leadership-styles\">How to use leadership styles<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p>The <em>HBR<\/em> research summarized scenarios for when each style would work best:<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Coercive<\/strong>: \u201cIn a crisis, to kick start a turnaround, or with problem employees\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Authoritative<\/strong>: \u201cWhen changes require a new vision, or when a clear direction is needed\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Affiliative<\/strong>: \u201cTo heal rifts in a team or to motivate people during stressful circumstances\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Democratic<\/strong>: \u201cTo build buy-in or consensus, or to get input from valuable employees\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Pacesetting<\/strong>: \u201cTo get quick results from a highly motivated and competent team\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><strong>Coaching<\/strong>: \u201cTo help an employee improve performance or develop long-term strengths\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Styles can also fit better in certain industries. \u201cI remember when I gave a talk in the financial sector,\u201d Goleman recalls. \u201cThe idea of the \u2018pacesetter\u2019 was challenged because in that context of their business organization, it seemed like a valued leadership style. And it may well be, particularly because it\u2019s very competitive to get a position there and to keep it, so that means people are both motivated and competent. If the people on your team are motivated and competent, then you can be a \u2018pacesetter\u2019 and have a successful team.\u201d He adds that this could also be applied to the tech sector, for example.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>\u201cI think it\u2019s useful to know that in certain contexts one style is more applicable than the other, and\u2026 to know whether you can manifest that style or not. Leaders need to know that, and I think coaches can help them.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>\u201cLike parenthood, leadership will never be an exact science,\u201d Goleman wrote in 2000. \u201cBut neither should it be a complete mystery to those who practice it.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><em>Ready to refine your leadership style? Join the SUCCESS\u00ae Leadership Lab\u2014a dynamic, 18-day virtual course for rising leaders who want to lead with clarity, influence, and confidence. This hybrid experience combines expert-led lessons with live coaching to provide you with practical tools to build trust with your team, navigate chaos and crises, shape a healthy, driven work culture, and more. <a href=\"https:\/\/offer.success.com\/leadership-lab\/\">Secure your spot today<\/a>.<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph {\"fontSize\":\"small\"} -->\n<p class=\"has-small-font-size\"><strong><em>This article originally appeared in the May 2025 issue of <a href=\"https:\/\/offer.success.com\/success-plus\/\">SUCCESS+ digital magazine<\/a>.<\/em><\/strong> <em>Photo<\/em> <em>by Drazen Zigic\/iStock.com<\/em><\/p>\n<!-- \/wp:paragraph -->","tag_names":[],"post_attachment_urls":[],"author_email":"jgreen@mailinator.com","_links":{"self":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts\/86469","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/users\/32388"}],"replies":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/comments?post=86469"}],"version-history":[{"count":0,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts\/86469\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/media\/86470"}],"wp:attachment":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/media?parent=86469"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/categories?post=86469"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/tags?post=86469"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}