Organizations have never had more ways to collect information about themselves. Employee surveys, pulse checks, performance dashboards, exit interviews, customer feedback, listening sessions, risk assessments, project reviews, and operational data give leaders a steady stream of information about what’s happening across the business. Despite all this data, why do some problems persist? Why do the same concerns appear in three consecutive employee surveys? Why does turnover re

In my last post, Billions Spent on Technology Won't Transform Organizations Without Investing in People – Part I, I went over some of the glaring things companies often overlook when they become hyper-focused on technology at the expense of building and sustaining the environments that improve the actual experience of work itself—where people thrive because they’re respected, supported, and heard. This follow-up covers some of the top ways to actually operationalize the conce

Imagine walking into a company that appears to have everything figured out. The technology is impressive. Sophisticated AI tools have been integrated into workflows. Dashboards display real-time metrics and predictive analytics while new systems promise increased efficiency, stronger collaboration, and faster decision-making. Leaders enthusiastically discuss innovation, digital transformation, and preparing for the future of work. From the outside, it all appears to be runnin

It’s easy to assume that organizations want confident, capable, and growth-oriented employees. In fact, most leadership teams would agree that these qualities are essential for performance, innovation, and long-term success. But when you move beyond intention and look at day-to-day reality, a more important question emerges: how many people on your team actually feel confident, capable, and ready to grow? This distinction matters more than it might seem at first glance. Confi

You know that saying, "𝘗𝘦𝘰𝘱𝘭𝘦 𝘭𝘦𝘢𝘷𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘳𝘴, 𝘯𝘰𝘵 𝘤𝘰𝘮𝘱𝘢𝘯𝘪𝘦𝘴?" Marcus Buckingham and Curt Coffman were really onto something when they wrote about this in their landmark book, "𝘍𝘪𝘳𝘴𝘵, 𝘉𝘳𝘦𝘢𝘬 𝘈𝘭𝘭 𝘵𝘩𝘦 𝘙𝘶𝘭𝘦𝘴: 𝘞𝘩𝘢𝘵 𝘵𝘩𝘦 𝘞𝘰𝘳𝘭𝘥'𝘴 𝘎𝘳𝘦𝘢𝘵𝘦𝘴𝘵 𝘔𝘢𝘯𝘢𝘨𝘦𝘳𝘴 𝘋𝘰 𝘋𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺." 𝗕𝘂𝘁 𝗵𝗲𝗿𝗲’𝘀 𝗮 𝗵𝗼𝘁 𝘁𝗮𝗸𝗲 (and frankly I'm fed up to my eyeglasses with this nonsense)! People also leave 𝗶𝗺𝗽𝗼

At first glance, many workplace teams appear to function reasonably well. Team leads and managers schedule meetings, and people show up. Projects move forward, emails are answered, and deadlines are met (most of the time). From the outside, everything seemingly runs as planned, and productivity appears sound. Yet, beneath the surface, a very different reality may exist. Here’s the story. Imagine we’re back at Acme Company, taking a closer look at that nightmare change initiat

Here’s a moment of truth—be honest: Six months after your organization made a major change, if you asked your team today how it was handled—and what the experience really felt like—what would they say? It’s a deceptively simple question, but one that reveals more than most organizations are prepared to face. In my experience, the answers rarely lie in project plans, Monday/Trello dashboards, or executive summaries. Instead, they’re whispered in the quiet conversations people

From a recent discussion about integrating coaching with organizational change management, the following question/thoughts came up: "𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘤𝘰𝘢𝘤𝘩 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘵𝘰 𝘨𝘦𝘯𝘶𝘪𝘯𝘦𝘭𝘺 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢𝘥𝘰𝘱𝘵𝘪𝘰𝘯 𝘳𝘢𝘵𝘩𝘦𝘳 𝘵𝘩𝘢𝘯 𝘴𝘪𝘮𝘱𝘭𝘺 𝘥𝘳𝘪𝘷𝘦 𝘤𝘩𝘢𝘯𝘨𝘦? 𝘛𝘩𝘦𝘳𝘦'𝘴 𝘢 𝘮𝘦𝘢𝘯𝘪𝘯𝘨𝘧𝘶𝘭 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘢 𝘭𝘦𝘢𝘥𝘦𝘳 𝘸𝘩𝘰 𝘴𝘢𝘺𝘴 "𝘸𝘦'𝘳𝘦 𝘥𝘰𝘪𝘯𝘨 𝘵𝘩𝘪𝘴" 𝘢𝘯𝘥 𝘰𝘯𝘦 𝘸𝘩𝘰 𝘩𝘦𝘭𝘱𝘴 𝘵𝘩𝘦𝘪𝘳 𝘵𝘦𝘢�

Imagine this. A new system is rolled out across an organization. The stakes are high and so is the sense of urgency. Everyone feels it because deadlines don’t move just because technological glitches and development timelines slip. Leadership still wants this to kick off by such-and-such date, and the training team is expected to get with the program. Courses get built and uploaded into the LMS, notifications are sent to learners, completion deadlines are set, and the reports

AI changes are moving rapidly (as expected) and conversations about regulation are abuzz. In this article I compare what’s going on in the U.S. versus the EU and what companies can do to prepare for the fast-moving changes that AI is ushering in. While the US has embraced “a multi-layered model of regulations, including federal executive orders alongside state legislations, there’s no single universal federal law regulating the creation and application of AI in all industries

In a recent forum, someone posted: “𝘊𝘶𝘳𝘳𝘦𝘯𝘵𝘭𝘺 𝘰𝘶𝘳 𝘤𝘩𝘢𝘯𝘨𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘪𝘴 𝘷𝘦𝘳𝘺 𝘱𝘳𝘰𝘫𝘦𝘤𝘵 𝘧𝘰𝘤𝘶𝘴𝘦𝘥. 𝘞𝘦 𝘢𝘴𝘴𝘪𝘨𝘯 𝘪𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭𝘴 𝘵𝘰 𝘧𝘪𝘭𝘭 𝘵𝘩𝘦 𝘤𝘩𝘢𝘯𝘨𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘳 𝘳𝘰𝘭𝘦 𝘰𝘯 𝘪𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭 𝘱𝘳𝘰𝘫𝘦𝘤𝘵𝘴, 𝘣𝘶𝘵 𝘢𝘴 𝘰𝘶𝘳 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦𝘴 𝘵𝘰 𝘦𝘷𝘰𝘭𝘷𝘦, 𝘪𝘵'𝘴 𝘣𝘦𝘤𝘰𝘮𝘦 𝘤𝘭𝘦𝘢𝘳 𝘵𝘩𝘢𝘵 𝘴𝘵𝘳𝘦𝘯𝘨𝘵𝘩𝘦𝘯𝘪𝘯𝘨 𝘤𝘩𝘢𝘯𝘨𝘦‐𝘮𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘤𝘢𝘱𝘢

Micro-Coaching Is Highly Effective for Individuals and Teams When an organization goes through change, timelines are usually tight,...

The relationship between coaching, change management, and performance consulting is interconnected and synergistic, and contributes to an...

We’ve noticed a new trend - a really positive one In the wake of one of the most challenging periods the world has experienced together...

This week we covered key points to consider regarding custom training: Use custom training to address your company's unique needs...

Customized training can enable learners to have better success at performing the tasks associated with newly acquired skills. Research...

One of the most useful benefits to developing custom content is the fact that by default it is adaptable to whatever your circumstance or...

Another benefit to using custom content is that it can be used as a vehicle to further promote your corporate culture by incorporating...

Companies have unique needs and business goals. And when you consider that the most effective training initiatives are tied to these...

Mistake #3 – Failing to Incorporate Aspects that Ensure Learner Engagement At this point, we’ve already discussed the importance of the...