From leadership styles to corporate culture, the rise of startups and the ubiquity of social media, the last 20 years has radically shifted the professional landscape. Those who embrace the new uncertainties thrive, while those who ignore them fall further behind. We’re exploring all elements of the new world of work, and sharing them here.

Do you have a mission? Or just a job?

There are people who just have a job, and there are others whose work is part of a bigger personal mission. Sadly, there are far more people with just jobs.

Dionne England
Embedding Strategic Change — Small Shifts For A More Successful Year

Front line workers know what KPIs they’re being evaluated on, but typically lack understanding about how they are linked to the overarching strategic goals.

Sara Saddington
Overcoming Your Habit Nature — Embrace Your Saboteurs

What can we do to work with our habit nature—with the parts of ourselves that are most resistant to change? How do we create the best versions of ourselves?

Ronni Hendel-Giller
Relationships that Work — Align Values to Find Perfect Fit

Think about the most enjoyable business relationships you’ve had. I am going to bet that you shared similar values, expectations, and more.

Shawn Shepheard
Meaningful Moments: Why Leaders Should Focus on Experience Design

The most powerful moments at work combine pride and connection, and are often the smallest and least difficult to engineer. They are moments of recognition.

Ronni Hendel-Giller
Ditch the Happy Sheets: Create Sustained Learning Impact

I have a strong belief that an L&D behavior change platform, is the way to provide professional learning experiences that enable sustained learning impact.

Nick Burnett
Harnessing Habits — Why Your Change Projects Are Failing

For organizations that are seeking changed behavior, tapping into the power of habits is an effective strategy for ensuring that change sticks.

Sara Saddington
Crossing the Cultural Rubicon

Courage and faith are required of the leader, because once you commit to crossing the cultural Rubicon, there is no turning back. But you won’t want to.

Michael Darmody
Leaders and Culture: The Polarity of Being and Doing

Our ability to manage the polarity of being and doing can be the difference between managing complexity—and leading adaptive change—and failing to do so.

Ronni Hendel-Giller
Change Isn’t Cheap—Why I Stopped Doing “Free Lunch” Coaching

If you’re serious about making a change, for your organization, your team, or yourself, make an investment of your time and your energy to make it happen.

Shawn Shepheard