Lately, I keep hearing the same refrain from our partners: the mission is clear, the plan is set, and still the team can't quite deliver on the goals in front of them. Picture two organizations hitting the same wall from opposite sides. One set an ambitious goal and brought in a capable leader to drive it, but didn’t plan for or budget a team around them to carry out the work. The other downsized a team but kept the same goals, hoping new systems would make up the differenc

Change in the workplace rarely waits for January. For many organizations, a new chapter begins in the second half of the year: a new school term or fiscal cycle, a team restructuring, a leadership transition, or a shift in strategy or budget. The specifics may vary by sector and situation, but the throughline remains the same: change has arrived, and people are being asked to move with it. When change arrives, leaders are expected to pressure-test the strategic plan and pri

There is an old saying that patience is a virtue. In leadership hiring, patience is also a strategy and a signal. The pressure to move quickly during a search is real and understandable as program continuity, team momentum, and the compounding need for resolution are legitimate drivers. Yet some of the most costly hiring mistakes are not made because an organization moves too slowly. They are made when the strategic work that separates a deliberate hire from a reactive one

Most organizations believe they have an onboarding process. And technically, they do. There is a checklist that includes access to a folder containing the handbook, mission/vision, the org chart, benefits overview, and, if applicable, links to mandated training. The direct supervisor or HR may send a welcome email, arrange a team lunch, and schedule a round of introductory meetings for the first week. The boxes get checked, and the process is declared complete. And then, qu

The month of May signals change and growth. Flowers begin to bloom, the weather grows warmer (though that may be debatable in the Midwest), and people start spending more time outdoors. For many organizations, May signals something else entirely: the close of a fiscal year, the end of a program cycle, or, most critically, a leadership transition. When a leadership departure is confirmed, a common reaction is to move quickly to fill the role. That is understandable, as there i

By March, many organizations have moved from planning (setting goals, defining strategy, and establishing priorities) to execution. This testing and implementation phase can be exciting, and also expose where additional alignment is needed to achieve those goals, especially through shifting workloads, evolving expectations, and refining cultural norms. It’s common to interpret this process as an operations challenge. However, it’s usually something more fundamental: the strat

As organizations refine priorities, restructure teams, build capacity, or prepare for growth, hiring often follows. But before drafting a job description, there’s a more strategic question to answer: What is this role truly meant to accomplish? Too often, we see organizations begin with a template. Meaning, a familiar title is selected, responsibilities are listed, qualifications are added, and the position goes live. However, if the role isn’t fully defined (its priority,

One of the simplest leadership metaphors I’ve come back to recently is this: Having the right people on the boat only matters if everyone is rowing in the same direction. Which raises an important question: Are we clear on where we’re going and how we expect people to get there together? Too often, organizations focus exclusively on who is on the team (the individual, title, or role being filled) without enough clarity about what they’re collectively optimizing for . Getting

The first few weeks of a new hire often determine everything that follows. Yet for many organizations, onboarding still follows an unspoken rule: If you’re smart enough, you’ll figure it out . Too often, new hires are expected to navigate complexity, build trust, dive into the work, and deliver results without enough clarity, context, or structured support. This “rites of passage” approach is sometimes mistaken for resilience-building. In reality, it can slow a person’s abi

As organizations navigate shifting priorities, budget constraints, and evolving demands, many are turning to a creative solution that feels both practical and efficient: consolidating two leadership roles and departments into one. This approach is becoming increasingly common to expand capacity without compromising mission and impact. We’ve seen positions that merge operations with human resources, development with communications, or strategy with people performance. On pap

When markets shift, many organizations respond with the same reflex: pause hiring, freeze spending, and wait for clarity. On paper, it’s logical to move cautiously. In practice, it can quietly stifle progress, performance, institutional knowledge, and team alignment, which are essential for sustainability and growth. The real risk of playing it safe is that short-term caution can create long-term fragility when operating from a reactive and scarcity mindset. If investing i

Think of your next interview not just as a chance to learn about the organization, but as an opportunity to take the lead in the conversation. Why? Because the questions you ask reveal more about your leadership potential than any resume bullet ever could. Thoughtful, forward-thinking questions show that you’ve done your research, understand the organization’s broader vision, and are ready to contribute your expertise to move it forward. When you balance curiosity, confiden

“68% of hiring managers say thank-you notes impact job chances, and nearly one in five have dismissed candidates for not sending one. ” - survey conducted by TopResume You just wrapped an interview with a recruiter or hiring manager, now what? Too often, candidates leave the conversation hanging, assuming that what happens in the interview room is all that counts. But in today’s competitive market, the small moves you make after the interview can carry as much weight as your

The idea of a “Great Lock-In” has been buzzing this year, not just about work but about how we’re all reevaluating priorities, stability, and growth. As summer winds down, September naturally feels like a reset point. It’s a season to recharge, refocus, and set intentions as we head into the final stretch of the year, whether that means preparing for new opportunities, leveling up in your current role, or reimagining your next move. This summer, we explored the power of bei

“In a competitive job market, a strong personal brand can be the deciding factor between two equally qualified candidates.” — Harvard Business Review In a world where recruiters make split-second decisions and opportunities are shared in quiet conversations, your personal brand becomes your professional superpower. It’s more than a LinkedIn headline or a polished resume, it’s the story you tell about who you are, what you bring to the table, and why it matters. Your personal

You’re scrolling through LinkedIn or reading job descriptions, and you might be wondering: How do I know which opportunity is right for me? Before you get caught up in qualifications or salary ranges, pause and consider what you want out of your next opportunity. The job description isn’t the compass. You are. Here are three tips that will help you lead your job search with clarity, alignment, and power. Know What You're Really Looking For. Every compass needs a fixed point.

You’ve interviewed top candidates for a leadership role, extended an offer, and they’ve accepted. You and your team are excited for them to start and move the organization closer to shared goals. One week before their start date, you receive an email saying they are rescinding their acceptance letter. You’re devastated and frustrated, and now you have to rehire for this position. Does this sound familiar? According to a Gartner survey shared by SHRM , over 50% of candidates w

Imagine this: You’re preparing to interview a promising candidate. As part of your routine prep, you conduct a quick Google search and discover something concerning in their past work history. Do you bring it up? Or do you proceed without addressing it? This moment presents a critical decision point—not just for the interview but also for how your organization approaches leadership, transparency, and building trust. How you navigate the conversation can either disengage a s

Have new opportunities emerged, allowing you to reimagine your processes or infrastructure? Or are you finding that gaps in your team's skillsets are pushing your capacity, making it difficult to hit your targeted goals? Whether your organization is scaling up or striving for greater efficiency, a thoughtful approach to organizational design is essential. At the heart of this process is keeping your end goal—and most importantly, your team—front and center of the decision-mak

In a constantly evolving world where career trajectories intertwine with organizations' pivots and revitalizations, navigating uncharted territories can feel like taking agility to another level. However, amidst this unpredictability, a competency design can serve as a guiding principle that not only anchors direction but also unites people and provides clarity - for both the candidate and the hiring organization. Quick survey: Have you ever been part of a hiring process whe