Artificial intelligence has quickly become one of the most definitive business conversations of our time. As organizations invest billions into generative AI, automation, and other technologies that promise to improve productivity, reduce costs, and eliminate repetitive tasks, much of the discussion remains focused on how much time and money AI can save, how much faster people can work, and which jobs or functions may be transformed (or, sadly, eliminated) in the process. Tho

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

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...