Fear. A powerful and necessary human emotion. Yet, deadly once it seeps into the very DNA of an organization.

Developing your ability to lead effectively in a remote or hybrid environment has become a whole new game.

As close to 40 percent of employees returned to the office in March, the notion of “the workplace of the people” has become clearer than ever before – and it’s been quite a challenge for senior leadership.

Let’s get real – it’s difficult and uncomfortable for almost everyone to talk about race and racism at work.

In this conversation with the author of FIXED, she helps listeners to effectively articulate ideas and goals that encourage tangible and strategic development.

Many people set artificial limitations on themselves and their lives. They convince themselves they can’t reach their highest goals because they’re simply too far out of reach.

Leading in today’s COVID times requires a whole new breed of competency. The workforce’s needs and wants have changed, and employees are voting their preferences in strong numbers by resigning from their jobs, often before their next one is secured.

Are you and your team willing to take personal risks for the sake of your company and its performance? No? Why not? Likely because there exists at least some element of workplace toxicity that is stifling innovation, collaboration, succession planning, and productivity. Particularly attuned to the critical effects of a toxic environment, Melanie spent more than 20 years of progressive corporate experience studying the impact leaders and workplace cultures have on employee security and performance. Through that effort, Melanie learned how to shape a corporate environment to manifest powerful teamwork, authentic communication, diverse creativity, and heartfelt loyalty.

“Do you really care about me? Or, do you just need me to get the work done?” Such a common refrain among a frazzled workforce still weathering the COVID fallout after two years.

The term “purpose” has been deployed superficially by companies to appear virtuous without the benefit of using it as a core operational principle.