Beyond Checkmarks: The Hidden Power of a To-Be List

I’ve always loved a good to-do list. Nothing beats the satisfaction of checking things off—sometimes I’ll even add something to my list after I’ve done it, just for the joy of crossing it out. I know I’m not alone—many of the talented, driven professionals I coach are productivity pros. They thrive on action, momentum, and getting stuff done.

That’s a mindset I deeply relate to. It served me well throughout my executive career. But as I recently completed my eighteen month executive coach training and earned my coaching accreditation from the International Coaching Federation (ICF), I’ve been reflecting on a different kind of list—one that’s less about what we do and more about who we are.

Enter the To-Be List.

While a to-do list helps us stay organized and move forward, a to-be list asks us to pause and consider: Who am I being while I’m doing all of this? It brings intentionality to our actions, and it’s a powerful tool for personal growth and leadership development.

Many of the leaders I work with come to our sessions feeling exhausted and overwhelmed. They’re incredibly effective—always on top of things, juggling priorities, and delivering results. But more often than not, they describe feeling “like a machine checking boxes.” What’s missing isn’t capability or commitment—it’s connection. They’re so focused on getting things done, they’ve lost touch with how they want to show up for their teams, their families, and themselves.

That’s where the To-Be List comes in. There’s no one-size-fits-all version—each list is deeply personal. But here are a few examples that come up often:

· Be more present in conversations

· Be open to asking for help

· Be a listener, not just a fixer

· Be a leader who inspires, not just manages

· Be appreciative and grateful

These aren’t tasks to complete—they’re intentions to live into. And when leaders bring this kind of awareness to their work, they don’t become less effective—they become more human, more grounded, and ultimately, more impactful.

I still love a good to-do list. But pairing it with a to-be list has brought new depth and meaning to my day-to-day. It's a practice I now share with my coaching clients, many of whom are navigating high-stakes roles and fast-moving environments. The to-be list doesn’t slow them down—it helps them lead with more clarity, confidence, and connection.

What’s on your To-Be list today?