The Leadership Cost of ‘Needing to Know’
The Leadership Cost of ‘Needing to Know’ Last week we explored how uncertainty shifts leadership behavior. There is another response that often appears when pressure rises. Leaders tighten control. They add steps and lean on structure to create a sense of stability. Control can begin with good intentions but it rarely creates meaningful change. People do not shift because a process tells them to. They act based on what they believe. When control replaces curiosity, initiative fades and compliance often hides beneath the surface. The most effective leaders notice this early. They ask questions when answers start to dominate. They hold standards while staying accessible and open. Structure...
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The Echo Chamber of Social Media and Perception vs. Reality
A consultant has gone viral on TikTok promoting a networking trick she calls 'corporate flirting' to get ahead at work The concept of "corporate...
The Double-Edged Sword of the Open Door Policy
The open door policy poses a complex challenge in the world of corporate leadership, especially for CEOs. Although the intention is to foster an...
It’s Time to Retire These Common Workplace Terms – Lessons In Change Management
The gap between various employee categories has shown to be an ongoing issue in workplaces across the board. The distinctions between hourly and...
A Shocking Change to the Workforce: Insights from New Pew Research Report
The changing makeup of the American workforce is highlighted in yesterday’s Pew Research Center report, which focuses in particular on older workers...
AI Will Be Dead Within 2 Years
You read that right. “AI” is inching closer and closer to kicking the bucket. I don’t mean artificial intelligence is going away. I mean the term...
What It’s Like to Work at a Company That Doesn’t Use Email
When new employees are onboarded at Toptal, a hypergrowth company with a staggering 40% annual growth rate and a workforce of 1200 employees,...
One Simple Tool for Cascading Your Purpose
I want to dive into an inspiring initiative that caught my attention in the ever-evolving world of company culture. It concerns a Chief Human...
Unveiling the Trust Triangle: Building Authentic Company Cultures
Last week, I had the pleasure of attending the UKG Aspire event in Las Vegas, where I had the honor of delivering a keynote on the spotlight stage....
Your Job Title is Holding You Back
When we think about what we do, it's natural to describe our work with our job titles. We say things like, "I'm the VP of Sales," "I'm a...
Trust Over Surveillance: A Lesson from Dropbox’s CEO on Remote Work
As the world cautiously inches back towards in-person work, Dropbox's CEO, Drew Houston, offers a fresh and unconventional perspective that...
A Culture for All Generations
Disrupting the way we think about generations to attract, engage, and retain all employees
There’s a real benefit in dismantling the perceptions behind Gen Z or X, or whatever the next trendy label is! Citing extensive academic research from her book, Unfairly Labeled, Jessica provides a refreshingly enlightening and data-driven perspective on how multi-generational organizations can strip away stereotypes and and biases that hinder performance and prevent progress toward a common purpose.
