Leading with Purpose and Service: Harnessing the Power of Mindsets and Behaviours for Success

❯

Inclusion Needs a First Opportunity

Let me describe a familiar talent discussion. Someone says, “We need more diverse voices in leadership.” Everyone agrees. Then a visible assignment comes up, and the work goes to the same person who handled the last three visible assignments. The reason usually sounds responsible: “We need someone proven.”But there is a trap in that thinking.

❯

A Caring Manager Is Not a Clinician

You notice the change before you know the reason. A reliable team member misses two handoffs. They are quieter in meetings. A client email goes unanswered. The manager cares, closes the office door, and asks, “What is going on with you?”The intention may be good. The question is not.

❯

When Hybrid Meetings Create Two Different Rooms

Hybrid work needs more than a camera. It needs a fair path into the decision. In your hybrid meetings, who can attend—and who can actually shape the outcome?

❯

‍The Hidden Cost of Emotionally Investing in an Underperforming Employee

Have you ever watched a parent insist that their child is the best player on the hockey team… while everyone in the arena can clearly see they aren’t? The parent isn’t lying. They’re emotionally invested. That emotional investment changes how they interpret reality. Unfortunately, the same thing happens in organizations. Only this time, it isn’t a parent. It’s a manager.

❯

When Your Team Bonds Over One Difficult Coworker

We’ve all seen it happen. A team that seems incredibly close. They have inside jokes. They finish each other’s sentences. They help one another without hesitation. From the outside, it looks like the perfect team. Then you spend a little time with them. Almost every conversation eventually circles back to the same person.

❯

I sat down with my manager to discuss my career growth.

I sat down with my manager to discuss my career growth. They didn’t disappoint. By the end of the meeting, I had inherited two new projects, another committee, and became the “go-to person” for everyone else’s problems. Apparently, we had very different definitions of growth. 😂

❯

Some people never see everything you do for them.

Some people never see everything you do for them. They only notice the one thing you didn’t.

❯

There's Always One Turd in the Punchbowl

We’ve all heard it, right? Maybe you’re sitting in a meeting, things are going well, the project is humming along—and then *that one person* speaks up. Or maybe you're grabbing coffee after a long day, and someone sighs and says, "Well, there’s always one turd in the punchbowl."

❯

The 360-Degree Prep Framework: Why Winging It on a Sales Call Is Costing You Deals

❯

When “Case Closed” Does Not Create Closure

Organizations encourage employees to speak up when they experience disrespectful, intimidating or inappropriate conduct. Managers are expected to listen, document the concerns and escalate them through the correct channels. But reporting the concern is only the first part of the process. What happens next determines whether employees continue to trust the organization.