Featured In Harvard Business Review.

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The Hazards of a "Nice" Culture.

In far too many companies, there is the appearance of harmony and alignment but in reality, there’s often dysfunction simmering beneath the surface. The intention behind cultivating a nice culture is often genuine. Leaders believe they’re doing a good thing that will motivate people and create inclusion. But often it has the opposite effect.

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To Foster Innovation, Cultivate a Culture of Intellectual Bravery.

If you want your team to innovate, you need to create a culture of intellectual bravery, in which team members are willing to disagree, dissent, or challenge the status quo even when it requires they risk being embarrassed, marginalized, or punished

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8 Ways to Manage Your Team While Social Distancing.

Managing a remote team is tough, but add to that pressurized conditions, heightened uncertainty, and an overall sense of dislocation, and your job just got even harder. The author shares several tips for supporting continued learning and the emotional well-being of your employees.

Featured In Forbes.

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What Psychological Safety is Not.

Psychological safety is not a shield from accountability. It’s not niceness, coddling, consensus decision making, unearned autonomy, political correctness, or rhetorical reassurance. Before we talk more about what it is not, let’s get on the same page about what it is.

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How To Spot A Toxic Culture In A Job Interview.

How do you spot a toxic culture in a job interview? It may sound cliché to say that a job interview is a two-way audition, but when it comes to discerning the culture of a potential employer, it’s true. Let’s not forget that the balance of power is not in your favor. 

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Diversity Is a Fact, Inclusion is a Choice

Diversity is a matter of makeup and composition. Inclusion is a matter of belief and behavior. Diversity benefits no one unless we can unleash its power; simply putting diverse people together doesn't tap their creative potential. Inclusion does that. 

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Is Your Toxic Boss Actively Toxic Or Passively Complicit?

Every organization has a culture, and every culture is shaped by the modeling behavior of its leaders. If we think about culture on a continuum, we might label one end “healthy and constructive” and the other “unhealthy

and destructive.”

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The Accelerating Transformation Of Employee Mental Health & Safety.

We have moved from an (1) agrarian to an (2) industrial to a (3) service, and finally to an (4) experience economy, yet it took more than 250 years to fully acknowledge the need for physical health and safety and build a management system to sustain it. 

The 4 Stages Webinar Recaps.