All Posts

Here is a pattern I see repeatedly in organizations: A leadership team recognizes they have a problem. Employee engagement is declining. Middle managers are struggling. Innovation has stalled. The response is swift and decisive. They build a program. A year later, people cannot remember why it started. Two years later, it is quietly discontinued, and the original problem remains. This is a failure of strategic thinking. And it happens because we have confused activity with cl

Organizations are pouring unprecedented resources into transformation. New technology platforms. Enterprise software implementations. Six-figure consulting engagements. Multi-million dollar AI strategies. The spending is staggering, and the pace is relentless.

Health and wellness impacts every part of our lives from our cognitive capabilities and energy levels to our physical wellbeing.

It used to be that the lines blurred between work and personal life, however, now they are fully overlapped, intersected, and blended. We have found through successful client practice, that there are 4 main categories that truly impact real change and lead to lasting impact in living a fuller and more balanced life. 

I am calling bluff on the entire responsibility of engagement falling on organizational leaders because wouldn’t that in fact be the opposite of engagement and a complete imbalance of the power scale? That is a hierarchy. In a democracy, we all work together in creating something that has a little piece of all of us incorporated….Culture change begins with you.

Recent research consistently shows that approaching employees from a holistic perspective—supporting the whole person rather than just the worker—is no longer a nice-to-have but essential for organizational survival. Gallup's latest findings confirm: "People with thriving wellbeing simply do better in life. And companies with thriving employees do better business."

There is not a map for creating a space that sparks creativity, focus, or passion as we are all different and require different tools. This work is about connecting with your instincts and allowing yourself to find grounding in your personal pleasures.

The truth is uncomfortable: every dollar invested in AI, automation, or process optimization without an equal investment in the culture that must support it is setting up the organization for expensive disappointment.  So what do we do about it?

Leaders everywhere are stretched thinner than ever, trying to do more with less, responding to constant change, and juggling competing demands that all feel urgent. The instinct is to add more—more meetings, more hours, more hustle. If we can fit it all in, if we can work harder, if we can be more productive, we will get ahead of it.

The four leading generations currently in the workforce are more adept than ever in the sense that they have the collective power to guide companies to a new way of work. Leaning into multigenerational skillsets is the beginning of determining what successful organizations will look like. 

While we can elect growth over feeling bad when things go wrong, there may be a deeper lean toward not taking ownership of something that we broke. Instead of receiving the feedback and then deciding what we want to do with it, we may completely tune it out altogether. 

The workplace has fundamentally shifted. Most companies now offer hybrid work environments, flexible schedules, and manage teams distributed across multiple locations and time zones. With AI tools reshaping how we work, remote collaboration platforms becoming the norm, and employees expecting greater autonomy, leading effectively requires a completely new skill set.

We are in a constant state of reactivity over proactivity and the trouble is, we may be moving so fast that we pass up opportunities, moments of growth, and the ability to accomplish a lot more by fully stopping.

As organizations continue to drive deeper toward digital transformation in the hopes of solving various challenges, the scope becomes narrower, limiting the capacity for a holistic approach to culture. 

Our compulsive need to please others and maintain universal acceptance emerges from the same psychological foundation: we have constructed our self-concept around the fluctuating reactions and judgments of those around us.

Studies continue to show that the majority of workers genuinely want to contribute meaningfully to their organizations, leading to the question: if most people want to do good work, why are engagement levels at historic lows and performance consistently falling short of potential? My work has led me to believe that it has a lot to do with unclear employee expectations.

Willpower is merely an idea, a thought, to say you are choosing not do to something, but when you become ravenous or a bad day at work pushed you over the edge, willpower will wane as it always does, and impulse will take over.

The key to projecting your desired brand and authentic presence lies in how you show up—for others and yourself. Our hybrid work reality has fundamentally shifted how we think about professional presentation. With most of us splitting time between home offices, traditional workplaces, coffee shops, and co-working spaces.