All Posts

Only 27% of employees believe their leaders are trained to lead through change. And of that 27%, more than half only slightly  agree. Bet that’s not surprising. We are not in a shortage of change management frameworks, methodologies, or certified practitioners. We have Prosci. We have Kotter. We have communication plans and stakeholder maps and carefully sequenced rollout timelines. And yet, the majority of employees are watching their organizations move through change and t

CEO confidence just hit a five-year low . Not particularly surprising, right? When I read that I couldn’t help but think about the leaders I work with who are trying to navigate restructuring, leadership transitions, rapid growth, constant change. They’re asked to keep their teams engaged, productive, and performing while they're barely holding it together themselves. And here’s what concerns me the most—when confidence drops, hope goes with it.  That might sound inconsequent

Most change initiatives fail to meet their objectives—regardless of how well-planned or well-funded they are. People want to blame strategy, because it’s more tangible. But it’s not that. And it’s not a resource issue either, despite what you’ve heard.  In a global study done by IBM, 60 percent of executives and project managers say changing mindsets and attitudes is the biggest challenge to implementing change, followed by corporate culture at 49 percent. Influencing mindset

You're tired. Stretched. Running on fumes. And you keep thinking if you just managed your time better, prioritized smarter, or cared a little less—it would get easier. But what if the problem isn't you? The Stampede Effect When I'm working with clients—whether I'm coaching individuals or sitting across from a group of leaders—I hear the same thing over and over, regardless of industry, company size, or role: Pressure. Overwhelm. Busy. Stressed. People aren't sure how they're