What does a new employee decide about your organization in the first 90 days? Do I belong here? Is it safe to speak up? Does leadership actually live what they say? Is this somewhere I can grow?

Most organizations have a Mission. Most have a Vision. Most have Core Values. Few use them as a decision filter. When Mission, Vision, and Values are not operationalized, culture becomes personality-driven. When they are operationalized, culture becomes principle-driven. That distinction determines whether growth strengthens clarity or magnifies misalignment.

Our outward appearance leads to our assumptions on who the inner person is. We can see a person’s features, their eyes, their nose, their ears, their mouth. We usually can tell pretty quick whether or not they have the ability to hear, see, smell, taste, or even touch, but that doesn’t necessarily mean that we know they have the capability to listen, watch, inhale, savor, or feel. Our senses notice, but questions create understanding. The only way we get to know that is if we

When was the last time you asked, and do you know what the response means? The Two Questions You Should Know the Answer to: What would make you want to stay? What would make you want to leave? These questions do something that exit interviews never can. They reveal what people value now , not what they tolerated until they couldn’t anymore. Most importantly, they give leaders insight they can actually act on. You might think you already know the answers. Most leaders d

Communication breakdowns account for over 70% of workplace errors—and most of them are fixable. In this post, we’ll show you how to restore communication by shifting perspective, building rhythms, and listening with intention. Plus, get practical tools and a free quiz to assess how well your team really communicates.

Clarifying your organization’s purpose is the key to effective strategic planning.

Conflict isn’t a bad word – it’s just what you do with it. I’ll go as far as to say productive conflict is a bonus during strategic planning