Mandy Haskett

Faster feels thrilling, even when the outcome is mediocre.

More than 60% of companies spend less than $500/year per person on management or leadership development.

Workers come to the office for the alchemy of creative collaboration, not the snacks.

Not hermits at all, these creatures rely entirely on their social networks to survive, building systems that ensure everyone in the group benefits from new resources at the same time.

But what if “what’s wrong” is NOT “what matters” most?

In eight years’ time, it’s predicted, the smartest thing on the planet will be a machine—something not human-made at all, but an autonomous form that has developed itself.

Gen Z workers, more than the millennial demographic cohort preceding them, seem to be particularly head-scratching for older workers—earning a reputation for their unwillingness to work and their high, “woke” demands.

Factors like toxic culture, bottlenecks, a lack of strategic clarity, lack of diversity, or cross-functional conflict act as organizational barriers that stifle your good people’s impact.

When things feel challenging, it’s important to recall how that emotion shapes (and sometimes skews) our reality.

MIT Sloan found “toxic workplace culture” to be the chief driver of the Great Resignation (outpacing both pay and burnout across all industries), which means leaders have some work to do.

A moniker for our culture’s doomsday dwellers, Debbie Downer is defined (irrespective of gender) as, “a negative or pessimistic person; a person who speaks only of the bad or depressing aspects of something and lessens the enthusiasm or pleasure of others.”

In fact, our team is observing that “people strategy” is becoming the No. 1 agenda item at executive-planning retreats across industry and geography.