Breaking Barriers The New Face of Influence 2026 January2026

BREAKING BARRIERS:

THE NEW FACE OF

INFLUENCE 2026 INDUSTRY INSIGHTS Direc on Ma ers How Leaders Set the Course in Uncertain Times?

INDUSTRY INSIGHTS Judgment Under Pressure How Leaders Decide When Stakes Are High

Building Service Manager

Explore Edmonton Corporation

A Dedicated and Results-oriented Leader –

29988535 ISSN: 2998-8535

www.insightssuccessmagazine.com

KATHLEEN GORE Empowering People by Creating Positive and Supportive Work Cultures

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Editorial

Redefining Influence Through People-First Leadership

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reaking Barriers - The New Face of Influence 2026 is a dedicated exploration of leadership that goes beyond authority and achievement to focus on purpose, people, and lasting impact.

This edition is devoted to a leader who is redefining influence by challenging conventional norms and building cultures where individuals are empowered to grow, contribute, and lead with confidence. At the heart of this narrative is Kathleen Gore, whose leadership journey reflects a steadfast commitment to humancentric excellence.

Kathleen’s professional path, shaped by extensive cross-industry experience, demonstrates a rare balance between results-driven execution and deep cultural awareness. Throughout her career, she has remained focused on one defining principle: organizations thrive when people feel supported, valued, and trusted. Her approach to leadership is intentional and disciplined, rooted in the belief that positive and inclusive work cultures are not optional initiatives, but foundational drivers of performance and sustainability.

-Alaya Brown

What makes Kathleen’s influence particularly relevant in 2026 is her ability to lead through complexity with clarity and empathy.

She has consistently fostered environments that encourage open dialogue, accountability, and psychological safety—enabling teams to perform at their best while remaining aligned with shared values. Her leadership exemplifies how influence is built through consistency of action, ethical decision-making, and an unwavering commitment to people development.

This dedicated feature recognizes Kathleen Gore as a leader who embodies the evolving face of influence—one that prioritizes culture as a strategic advantage and views leadership as a responsibility to elevate others. Her story reinforces the central theme of this edition: breaking barriers is not only about overcoming external limitations, but about redefining how leaders show up for their teams and organizations.

As you engage with this issue, we invite you to draw insight from Kathleen’s journey and reflect on the kind of influence that will define the next era of leadership. The leaders featured here are setting a new benchmark for purposeful, people-led impact in 2026 and beyond.

CONTENTS 08 20 22

THE SIGNATURE STORY

A Dedicated and Results-oriented Leader –

Kathleen Gore

Empowering People by Creating Positive and Supportive Work Cultures

INDUSTRY INSIGHTS

Direction Matters How Leaders Set the Course in Uncertain Times?

INDUSTRY INSIGHTS

Judgment Under Pressure How Leaders Decide When Stakes Are High

Editor-in-Chief

Merry D'Souza

Managing Editor

Alaya Brown

Executive Editor

Eva Miller

Visualizer

Michael Warner

Art & Design Head

Donna Claus

Co-designer

Yasmin Nasser

Business Development Manager

Sherin Rodricks

Marketing Manager Business Development Executives Digital Marketing Manager

Jenny Jordan Reem Almasoud, Sheldon Miller Isabel Barnes

Technical Head

Phil Simon

Research Analyst

Helena Smith

Circulation Manager

Finn Wilson

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January, 2026 Corporate Office Insights Success Media Tech LLC 555 Metro Place North, Suite 100, Dublin, OH 43017, United States Phone - (614)-859-2600 Email: info@insightssuccess.com For Subscription: www.insightssuccessmagazine.com

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A Dedicated and Results-oriented Leader –

Kathleen Gore

Empowering People by Creating Positive and Supportive Work Cultures

Building Service Manager

Explore Edmonton Corporation

Breaking Barriers: The New Face of Influence 2026

THE SIGNATURE STORY

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hen you meet your passion and choose it to be your profession, then everything else falls in place. Today, although Kathleen Gore’s leadership as Building Service Manager at Explore Edmonton Corporation is widely celebrated as a model in planning excellence, her entry into this particular industry wasn’t something she initially planned. Rather, it began as a conscious step outside her comfort zone. Early in her career, Kathleen’s work focused on community support and early childhood education, roles that were deeply peoplecentred and grounded in care, structure, and responsibility.

While that work was meaningful, she reached a point where she wanted to expand her professional scope, challenge herself in new ways, and apply her leadership skills in a broader operational environment.

That opportunity came when she joined the team at Rexall Place, supporting operations during NHL games and largescale events. “It was an entirely different world—fastpaced, high-pressure, and operationally complex.” What stood out to Kathleen immediately was the coordination required behind the scenes to deliver a seamless experience for thousands of guests. From safety and logistics to timing, teamwork, and accountability, every detail mattered. “I found that the same principles I valued in community-based work—clear communication, trust, and respect for people—were just as critical in this setting.”

A Passion Rooted in Service What began as an exploration quickly became a passion.

Kathleen was drawn to the energy of live events and the challenge of managing environments where success depends on preparation, adaptability, and collaboration. She discovered that she thrived in roles where she could balance hands-on operational work with leadership and problemsolving, especially in spaces that demanded both precision and empathy.

“The idea behind my professional path has always been rooted in service—creating safe, efficient, and welcoming environments for both the public and the teams delivering the experience.” From those early days at Rexall Place, Kathleen’s career expanded across facility operations, building services, and large-scale venues, allowing her to grow into a leader who understands operations from the ground up and leads with both structure and heart.

Also, Kathleen’s career has been shaped by people-centred work from the very beginning. She started in hands-on, service-driven roles where responsibility, reliability, and

The future belongs to leaders who can think systemically, act ethically, and build structures that sustain both people and purpose.

care for others were essential. Those early experiences—working closely with families, communities, and frontline teams—instilled in her the value of empathy, clear communication, and accountability, especially in fastpaced or high-pressure environments.

Over the past nineteen years, Kathleen’s career has evolved across multiple industries, including entertainment, tourism, commercial buildings, and industrial services. This diverse background has given her a broad operational perspective and the ability to adapt quickly to complex environments.

Like most meaningful careers, mine has included both momentum and challenge. She has navigated periods of rapid growth alongside moments that required reflection, recalibration, and learning from setbacks. “Those experiences strengthened my resilience and reinforced the importance of leading with integrity and consistency.”

As she advanced into leadership and management roles, Kathleen’s focus expanded beyond systems and outcomes to the development of people. She has led large operational teams, overseen facility services supporting thousands of daily visitors, and managed safety, procurement, and operational programs in demanding settings. Through it all, she’s maintained a leadership style rooted in trust, clarity, and inclusion—balancing structure and high standards with genuine support for the individuals behind the work.

Outside of her professional life, family and close relationships continue to ground Kathleen’s perspective and reinforce the importance of balance and humility. “Today, I am driven by a commitment to creating safe, sustainable, and supportive environments where teams feel empowered, valued, and proud of the work they do,” she says, defining her passion further, “At the core of everything I do is people.

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I am deeply people-driven, and I genuinely believe that without engaged, supported team members, no organization can be successful—no matter how strong its strategy or systems may be.” Buildings, events, and operations don’t run themselves; they are powered by individuals who show up every day, often behind the scenes, to make everything work.

Passionate About People’s Progress Kathleen’s greatest passion is developing and growing people. She is motivated by helping individuals see their own potential, build confidence, and expand their skills—sometimes before they fully recognize those abilities in themselves. Whether someone is new to their

role or preparing for the next stage of their career, she finds purpose in coaching, mentoring, and creating opportunities for growth. Watching someone gain confidence, take ownership, or step into leadership is one of the most rewarding parts of her work.

“I’m particularly passionate about creating environments where people feel safe to ask questions, make mistakes, and contribute ideas.” Growth doesn’t happen in fear-based cultures; it happens where trust, clarity, and respect are present. Kathleen believes that strong leadership means setting clear expectations while also providing encouragement and support. “When people feel valued and understood, they perform better, collaborate more effectively, and take pride in their work.”

This people-first approach extends beyond individual development to organizational culture. She is driven by the belief that when leaders invest in their teams, the results follow—higher engagement, stronger performance, and more sustainable success. “Developing people isn’t a soft skill; it’s a strategic advantage,’ she asserts.

Ultimately, Kathleen’s passion comes from knowing that her work can positively shape someone’s experience, career, or confidence.

“When people grow, organizations grow with them—and that is what continues to drive me every day.”

Increasing Strengths and Overcoming Weaknesses However, only passion is half of the reason behind Kathleen’s success. There are many strengths and weaknesses, too. One of her greatest strengths is her ability to lead with clarity and genuine care for people. “I am highly people-driven and believe that strong results are achieved when teams feel supported, respected, and empowered,’ she says, with a background in operations, which has also given her a strong sense of structure, accountability, and follow-through. She understands how complex systems work, how to anticipate risk, and how to guide teams through high-pressure environments with steadiness and purpose. These strengths have allowed her to build trust over time and create teams that take pride in their work.

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Another key strength is adaptability. Throughout her career, Kathleen has worked across multiple industries and environments, each with its own culture and challenges. That exposure taught her how to listen, adjust, and lead effectively in both stable and rapidly changing conditions.

She is comfortable making decisions, but she has learned that the timing and approach of those decisions matter just as much as the decisions themselves.

“One of the most important weaknesses I’ve had to overcome is balance—particularly when entering a new leadership role or team.” Earlier in her career, Kathleen sometimes approached new environments with too much energy and urgency, eager to make improvements and demonstrate value. While her intentions were always positive, coming in ‘hot and heavy’ without first observing and understanding team dynamics often slowed her impact rather than strengthening it. It took longer to build trust, and as a result, progress was delayed.

That experience taught her a powerful lesson: observation is leadership. “Taking the time to listen, learn, and understand an existing team’s strengths, challenges, and culture is essential before introducing change.” Today, Kathleen leads with patience and curiosity, knowing that meaningful impact comes not from immediate action, but from thoughtful, informed leadership built on trust.

Elevating the Entire Organization

To me, success is reflected in the standards teams uphold, the systems that endure, and the environments we create together.

Moreover, Kathleen didn’t begin her career with a clear appetite for business—at least not in the traditional sense.

Her early professional focus was centred on people, service, and operational execution rather than financial models, strategy, or organizational growth. “I was driven by doing the work well, supporting teams, and ensuring environments were safe, functional, and respectful.” At the time, she didn’t recognize that many of those instincts were, in fact, business fundamentals.

It wasn’t until roughly fifteen years into her career that Kathleen’s perspective shifted. She had the opportunity to work closely with an exceptional mentor who helped her see the broader picture behind the work she was already doing. Through their guidance, she began to understand

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Over time, I learned that approach isn’t sustainable—for leaders or for teams.”

My biggest advice to aspiring leaders is to remember that leadership is not a title—it’s a responsibility and a daily practice.

Professionally, balance begins with trust. Kathleen invests heavily in building strong teams, setting clear expectations, and creating systems that allow people to succeed without constant oversight. When individuals feel empowered and supported, the organization becomes more resilient, and leadership becomes more strategic rather than reactive.

“That shift has been essential—not just for operational success, but for my own well-being.”

Balancing Personal with Professional

how decisions around people, procurement, safety, and operations directly influence financial performance, reputation, and long-term sustainability. What had once felt like ‘just operations’ revealed itself as the backbone of effective business leadership.

“That experience sparked a deeper curiosity.” Kathleen became more intentional about understanding how organizations function as systems—how culture impacts performance, how smart investments reduce risk, and how thoughtful leadership creates resilience. Her appetite for business grew not from a desire for titles or expansion, but from a recognition that strong operations, when aligned with sound business strategy, can elevate an entire organization.

A Pragmatic Influence Today, Kathleen’s interest in business is rooted in practical impact. She is motivated by improving systems, strengthening teams, and contributing to decisions that balance financial responsibility with human and environmental considerations. Business, to her, is not separate from people—it’s a framework that, when led well, allows people and organizations to thrive together.

Also, balancing a demanding leadership role with personal life has taught Kathleen that balance isn’t something you achieve once—it’s something you practice constantly. In operational environments, there is always another event, another decision, or another challenge that requires attention.

“Early in my career, I believed strong leadership meant always being available and carrying everything myself.

On a personal level, Kathleen has learned to be intentional with time and presence. Family and close relationships ground her and provide perspective, especially after long days or high-pressure situations. “They remind me that while my work is important, it’s only one part of who I am.” Protecting personal time—whether that’s unplugging when possible, prioritizing rest, or simply being fully present—has helped her show up as a better leader and a more balanced person.

There have been seasons where work required more than usual, and those moments were not without sacrifice. They also served as important reminders that self-awareness matters. When leaders neglect their own well-being, it shows up in decision-making, communication, and culture.

“I’ve come to understand that modelling healthy boundaries isn’t a weakness—it’s a responsibility.”

Ultimately, balance is about alignment rather than separation. When personal values and professional purpose support one another, leadership becomes more sustainable and more human. “I’ve learned that you don’t lead well by giving everything away—you lead well by knowing what truly matters and protecting it, both at work and at home,” she asserts.

Leadership Means Responsibility Kathleen’s biggest advice to aspiring leaders is to remember that leadership is not a title—it’s a responsibility and a daily practice. Start by becoming excellent at the work in front of you. Learn the systems, understand the standards, and respect the people who keep things running. Credibility is built when your team knows you understand what they face and that you’ll hold the same expectations of yourself that you hold of them.

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Second, lead with curiosity before you lead with change.

When you step into a new role or a new team, take time to observe, listen, and understand the existing dynamics. It’s natural to want to make an immediate impact, but long-term success comes from earning trust first.

Ask questions, learn what’s working, and recognize the strengths already present. The best improvements are made with people, not to people.

Third, communicate with clarity and consistency. In every environment—especially operational ones—uncertainty creates stress. Be clear about expectations, follow through on commitments, and address issues early and respectfully.

Kindness and accountability can absolutely coexist, and the strongest leaders don’t avoid hard conversations—they handle them with professionalism and care.

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The idea behind my professional path has always been rooted in service—creating safe, efficient, and welcoming environments for both the public and the teams delivering the experience.

Another important lesson: invest in people development.

Help others grow, and you’ll build stronger teams than you ever could by relying on individual performance alone.

Coaching, mentoring, and creating opportunities for others is not extra work—it’s leadership at its core.

excellence. Achieving this accreditation required strong protocols, detailed documentation, and—most importantly—ongoing training and engagement to ensure standards were consistently understood and applied across teams.

Finally, don’t aim for perfection. You will make mistakes, and you will have days where you learn more than you lead.

Own it, reflect, adjust, and keep moving forward.

Leadership is earned in how you respond under pressure, and how you treat people when it matters most.

Sustainability has also been a major focus of her work.

“Through collaborative efforts across departments, our organization was recognized with the RCA Award for Circular Economy – Impact Category in October 2025.”

This recognition reflected meaningful progress in waste diversion initiatives, responsible procurement practices, and operational decisions aligned with environmental stewardship.

Your Success—the Sum of Your Daily Small Choices To the readers, she gives a simple mantra: Growth and success aren’t built in one big moment—they’re built in the small choices you make every day. Stay curious, keep learning, and don’t be afraid to step outside your comfort zone. Lead with integrity, communicate with clarity, and remember that people are the foundation of every strong organization. When you invest in your team, you strengthen your results. Progress comes from consistency, not perfection—show up, improve, and keep moving forward.

At the end, Kathleen says, “One thought I would leave with readers is this: operations and frontline work often happen quietly, but they are the foundation of every successful organization. The best results come when we respect the people doing the work, invest in training and safety, and build cultures where accountability and kindness can exist together.” Whether you are leading a team, joining one, or supporting one, your impact matters. Be intentional, communicate clearly, and take pride in steady improvement—because excellence is built through consistency, teamwork, and trust over time.

In addition, Kathleen has played a key role in achieving BOMA certifications across multiple sites, reinforcing best practices in building operations, sustainability, and performance management. “I have also ensured that COR audits are exemplary and that health and safety management systems are not only compliant, but actively utilized, reviewed, and improved as living frameworks rather than static requirements.”

“On a personal level, my greatest achievement is the trust I have built with teams over time. Being recognized as a leader who listens, supports, and leads with accountability is the accomplishment I value most—because strong, engaged teams are the true measure of lasting success,’ she concludes.

The Hidden Maximum Impact Kathleen’s accomplishments—both professional and personal—are rooted in collaboration, consistency, and long-term impact rather than individual recognition. While she does not hold personal awards, she takes great pride in the organizational achievements she has helped lead, support, and sustain. “To me, success is reflected in the standards teams uphold, the systems that endure, and the environments we create together.”

Professionally, Kathleen worked closely with crossfunctional teams to achieve GBAC STAR™ accreditation in 2023, a significant milestone that demonstrated a deep commitment to health, safety, and rigorous operational

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Direction Matters

HOW

LEADERS

SET THE COURSE IN

UNCERTAIN TIMES?

U

ncertainty has been characterized as one of the main aspects of contemporary leadership.

Traditional planning models have been rendered progressively unreliable by economic instability, geopolitical spat, technological overhaul, and changing workforce expectations.

It is here that leadership is not evaluated on the basis of predicting the consequences, but rather on the ability to guide when the future is not clear. Guiding the way is crucial because it converts uncertainty into a situation where deliberate action can take place, instead of crippling it by fear.

Direction Versus Certainty One of the major misunderstandings about leadership is that it is the same as giving absolute direction. But the truth is that in a very complex environment, having absolute knowledge is not always going to be possible. On the other hand, giving an absolute direction is always doable. It is merely the outlining of the intention, the setting of the priorities, and the drawing of the borders—even if the variables are still changing. Great leaders do not put themselves in a position of being all-knowing.

They rather, say where the organization is going, what will be the principles that will guide the decisions as well as the evaluation of success over time. This transparency alleviates the feeling of unease and lets the teams go on with the assurance that they are doing right, although the situation is not clear.

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Anchoring the Organization to Purpose During uncertain periods, the organizational purpose is quite that. It was indeed leaders who made the difficult choices anchoring their moves to a clearly defined company purpose that their teams received a steady reference point.

Purpose explains the basic “why” of the company’s strategies and aids the workforce in seeing their role in the larger goal.

In case there are changes in the market or the original plan, the direction of a purpose-driven leadership will still be the same. The reason is that it would still be thought out and not perceived as a reaction to the situation or an inconsistency in one’s leadership style.

Setting Priorities Amid Complexity The leadership attention is affected by different competitive demands due to the uncertainty. Organizations without clear priorities will risk being not focused strategically and losing their resources in many places. Leaders usually determine where to put time, money, and human resources by making choices that are not accidental.

Prioritization that is clear will necessarily involve some sacrifices. Leaders will be required to make decisions not only about the things they want to pursue but also about the things they want to postpone or completely drop. This practice keeps the situation clear and brings the teams together under common goals, despite changing conditions.

Communicating Direction with Transparency When direction is not properly conveyed, its effect is severely limited. During times of uncertainty, communication should be done often, truthfully, and encoded. Leaders who make known the logical reasons behind decisions—the known, the unknown, and the ways of making choices—gain trust in the entire organization.

Being transparent does not imply to reveal everything or to feign confidence. It refers to recognizing the doubt and at the same time supporting a clear way of acting. When changes become unavoidable, it is the leaders who discuss the reasons for the changes that maintain their credibility and followers.

Balancing Stability and Adaptability Leadership in uncertainty presents a huge challenge in terms of stability versus adaptability. A direction of stable nature is required by organizations, however, execution must be flexible.

as tactics, timelines, and specific initiatives. This balance enables organizations to adapt to changes in the external environment while still maintaining their strategic identity.

Conclusion When the ambiguity is maximum, the direction is the most important aspect. During such times, the leaders prescribe the direction by tying the decisions to the very reason for being, by setting the priorities through rigorous methods, by being open in the communications, and by mixing the stability with the adaptability. Rather than removing the uncertainty, they create a definite structure that is supportive of the personal style in dealing with uncertainty.

Corporations do not require leaders that will guarantee predictability. However, they will require leaders who can steer them—such leaders who will direct in a way that is pretty much confident, that is very much flexible to change, and that is very much strong and thus capable of withstanding the change.

Through their effectiveness, leaders are able to differentiate the things that have to be constant—purpose, values, and long-term goals—from the things that can be changed, such

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HOW

LEADERS DECIDE WHEN

STAKES ARE HIGH L eadership, at its essence, is a responsibility characterized by decision-making. The higher the leaders are in terms of influence and power, the weightier their decisions—financially, strategically, and in terms of human resources. Tough decisions at the top are seldom easy.

They are influenced by uncertainty, conflict of interests, lack of time, and the awareness that the results will impact many more people besides the leader. In such situations, clarity turns out to be the most valuable asset of leadership in general.

Quite the contrary to what is generally understood, clarity does not mean the elimination of doubt. It rather refers to the capacity of making a definitive choice during confusion, syncing actions with the objective, and going with the trade-off of being responsible for the results while using conviction as a prop.

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The True Weight of Leadership Decisions

When faced with choices that have permanent consequences, the burden of leadership is most dramatically evidenced. Decisions such as strategic investments, changing the organization, exiting the market, responding to crises, and appointing new leaders are not easy to revert.

The moments described above are not only a test for a leader's intellect, but also for his or her judgment, values, and emotional resilience.

What makes high-stakes leadership particularly demanding is the imbalance of responsibility. The last say rests with the leader, though the team has offered insights and done analyses. This asymmetry brings about a pressure that may either sharpen one's focus or blind one's judgment.

Leaders who cannot handle this pressure might find themselves either frozen in decision or taking hasty action—both costly in equal measure.

Judgment Under Pressure

Clarity enables the leaders to bear this weight without becoming completely drained of their energy.

Managing Uncertainty Without Seeking Perfection Pirouetting on a tightrope over the abyss of uncertainty, leaders can take only one step at a time and still remain in the dark about the outcome.

This is how the show goes and, no doubt, each of them is well aware of it. The outright demand for sure information has led to actions being taken only when the situation has become hopeless or when the threat has grown unbearable.

stakeholders—shareholders, employees, customers, regulators, and partners. The utmost agreement is almost never attainable. The difficulty is to come up with decisions that are based on principles, open to the public, and in line with the company's strategy.

Leaders are able to explain the reasons of their difficult choices with the help of clarity; sometimes, however, these choices are not popular. The clear communication about the intent, the trade-offs, and the long-term vision, even if there is a disagreement, reinforces the credibility of those who communicate. This practice, conducted over time, will lead to the accumulation of institutional trust.

When we talk about clarity in these terms, we are referring to having trust in the process rather than being sure of the result. The great leaders of our time are not altogether dependent on instinct; they, instead, depend on wellstructured judgment—scenario analysis, probability-based thinking, and educated guesses. They are openly admitting to the presence of uncertainty yet portraying the quality of being able to make a decision.

Ownership, Accountability, and Learning

This sign of reassurance is for the stakeholders. It means that the leader is not acting wildly nor is he hesitating; rather, he is showing that he is very well aware of the situation and is taking his time.

The power to learn, however, is equally important. The top leaders constantly assess their decisions, not in order to point a finger at someone, but to improve their intuition.

They tell apart bad results that happen due to bad reasoning and those that are simply the result of unforeseeable changes in the environment. This regular practice of reflection not only improves the quality of decision-making in the future but also helps to create an environment of accountability.

Emotional Discipline Under Pressure Pressure is one of the realities that come with leadership.

The up-and-downs of the outside world, the demands from within, and personal investments can lead to the introduction of emotional bias in decision-making.

The fear of losing, the niceness of being acknowledged, or the bonding to past victories can all quietly have an impact on the choices made.

The leaders who can still see things clearly in the midst of pressure are the ones who have mastered their emotions.

They manage to separate the trigger from their reaction, thus allowing through the reflection to guide the action.

Approaches like getting advice from peers, having structured reviews, and doing reflection for a limited amount of time help leaders to keep their emotions from taking over their judgment.

Ownership cannot be separated from clarity. Decisionmakers who get involved in making high-stakes decisions must be the first to respond when something goes wrong, especially when the results do not meet the set expectations.

Passing the buck reduces trust; taking responsibility for decisions enhances the integrity of leadership.

Conclusion The responsibility of leadership is not determined by power but rather by the duty to make the right choice when the risks are greatest. Discipline in thinking, control over emotions, judgment based on principles, and accountability followed through all contribute to clarity, and therefore, leaders can carry this responsibility with assurance.

Leaders’ clarity as an asset in a complicated and turbulent world is not only a personal asset but also an organizational demand. Those who nurture their clarity do not simply make good decisions—they also offer support, guidance, and confidence at the critical moments.

Balancing Stakeholder Interests High-stakes decision-making almost always entails the difficult task of finding a middle ground among the various January 2026

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