Not all failure is bad—but all failure teaches something. By distinguishing between preventable, complex, and intelligent failures, organizations can create a culture of learning, innovation, and continuous improvement.

Instead of fearing failure, the best companies embrace it, learn from it, and use it to fuel progress. Just like the Chief Scientific Officer at Eli Lilly did with Failure Parties, we should celebrate failures that push boundaries and lead to new discoveries. 🎉

The real question is not “Did we fail?” but “What did we learn?” 🔥

At the end of the day, no one wishes they spent more time in meetings. Taking PTO isn’t about "slacking off"—it’s about recharging so you can show up as your best self at work and in life.

So if you’ve been holding off on using your PTO… this is your sign. Take the break. You deserve it. 🌴💆‍♂️

Healthcare workers dedicate their lives to caring for others—but who’s taking care of them? 💙

By providing EAPs and proactive mental wellness tools like Headspace, hospitals and healthcare organizations can help their teams stay strong, resilient, and supported—both on and off the job.

Apologizing doesn’t make you weak—it makes you a leader worth following. 💡 A tough moment won’t break trust, but avoiding accountability? That will.

So, the next time a bad day gets the best of you, take a deep breath, own it, and say the words every great leader isn’t afraid to say:

“I’m apologize for ….” 🙌

It’s a simple act of accountability that will earn you more respect, not less. 💙

The WeWork debacle wasn’t an anomaly—it was a warning. 📢 Companies (and departments) that still rely on hierarchical, authoritarian leadership are at risk of failure, whether they realize it or not.

The future belongs to agile, adaptable leaders who inspire trust, empower teams, and create a culture of collaboration rather than control.

The workforce isn’t getting any younger or older—it’s staying diverse. That means organizations that figure out how to harness the power of different generations working together will have a major competitive advantage.

The key? Psychological safety. When people feel safe to share, learn, contribute, and challenge ideas, their differences become strengths instead of barriers.

Turnover is more than a number on a report—it’s a signal that something needs attention. Whether it’s a lack of growth opportunities, poor leadership, or cultural issues, high turnover means something isn’t working. The good news? It can be fixed.

When leaders prioritize their people—by listening, supporting, and investing in them—they create an environment where employees feel valued. And when people feel valued, they stay.

If you’re in a position of leadership, ask yourself: Am I building trust, or am I quietly breaking it? And if you’re working in an environment where dishonesty is the norm, remember—you deserve better. Don’t let anyone convince you that lies are just “part of the job.” They’re not.

Because in the end, the best workplaces aren’t built on clever deceptions—they’re built on trust, respect, and leaders who have the courage to tell the truth.

It’s time to humanize the workplace again. It’s time to reject the idea that stress, disrespect, and fear are the cost of doing business. They’re not. We deserve better—and so do our colleagues, friends, and loved ones. Let’s stop normalizing toxicity and start normalizing empathy, kindness, and connection.
Because at the end of the day, work isn’t just about what we do—it’s about who we are while we’re doing it.

In the workplace, titles aren’t just words—they carry weight. They represent trust, leadership, and accomplishment. But what happens when someone gets a title they aren’t ready for or haven’t earned?

In my latest article, I dive into the real impact of handing out titles without merit:
👉 It can erode trust among teams and clients.
👉 It disheartens hard-working employees and drives top talent away.
👉 It creates dysfunction within teams and leads to costly mistakes.

While giving someone a title might feel like a quick fix, the long-term damage can hurt morale, team dynamics, and even the bottom line.

The good news? There are ways to fix this. In the article, I share strategies to align titles with real responsibilities, fairness, and growth.