When your audience listens with understanding, they can follow your points. If they listen with uncertainty, i.e., if they don’t know what you are sharing certain information and the relevance of the data, their uncertainty will get in the way of their ability to hear you –  and this leads them to tune out.

In organizations, “having a positive attitude” can often seem Pollyanna-ish in the face of stressful situations and business challenges. The truth is, a grounded, disciplined “we can do this” attitude is neither naïve nor performative. It’s the ability to have a vision, with goals, and when conditions are imperfect, stay focused on the steps for forward progress.

When leaders say they’re struggling with trust, it often boils down to both interpersonal and operational issues. That’s why treating trust as a purely “soft skill” problem—or trying to fix it with a process tweak alone—rarely works.

Every interviewer is subconsciously running through a mental checklist: Can you lead at this level? Can you deliver outcomes that matter? Will you fit into the culture? Each time you tell a story that helps them “check the boxes,” you build confidence that you’re the right person.

In high-stakes conversations, a lot of people default to what sounds "professional" or "correct”, and it is often distilled into corporate jargon — which doesn’t make a lasting impression. You’ve probably heard lines like "I’m a strategic thinker", "I create synergies across functions” or “I communicate to gain buy-in and alignment.”

Snore!

You don’t need to learn TikTok trends or start writing emails like a Gen Zer to lead well. What you do need is curiosity, clarity, and a willingness to meet people where they are. Your best hires, strongest teams, and most resilient culture will likely span generations - and that’s a good thing!

Most of the leaders I work with are incredibly smart and highly experienced. The challenge is that once something becomes second nature to you, it’s easy to lose sight of the fact that others are still learning how to think like you do.

In my experience, there’s no such thing as a truly simple executive hire. Because behind every job description is a company with a unique mix of personalities, politics, expectations, and history—and that’s where the complexity lives.

The right role at the right time can catapult someone’s earning potential in a way that changes not just their life, but also their family’s lives. I’ve helped leaders land positions with equity, performance-based bonuses, and long-term incentive plans that have allowed them to pay for their kids to attend college debt-free and provide exceptional care for aging parents.

Most executive interviews rely on the usual approach: "Tell me about yourself." "What are your strengths and weaknesses?" “Why did you move from that place to the next one?” They might scratch the surface, but they rarely reveal the stuff that truly matters—like how a leader handles pushback, how they remain calm and collaborate under pressure, or how their instincts shape critical decisions.

It’s easy to default to the “safe” and initially obvious choice - the candidate who has already done the exact job you’re hiring for, somewhere else. But in today’s business environment, where the landscape is shifting daily, what you often need is someone who knows how to navigate the unknown.

Success at the executive level isn’t just about skills or experience—it’s about alignment, trust, and influence. Research shows that nearly 40% of executives fail within the first 18 months—often due to misalignment with company culture, unclear expectations, or lack of support.

A President or COO tends to focus on and speak about the granular, day-to-day aspects of a business. A CEO thinks about how the day to day will impact the future and speaks to that broader vision. If you want people to think of you as a CEO, you have to first speak like one.

Studies show that over 50% of employees leave jobs because of their manager, not their workload or pay. When leadership becomes the problem, turnover skyrockets. Disengagement, loss of institutional knowledge, and burnout create ripple effects that are tough to contain.

Great leaders don’t just manage teams—they inspire them. They know how to drive change, rally people around a vision, and make a lasting impact. But finding these leaders isn’t easy. For CHROs and executive teams, the real challenge is recognizing the kind of leadership that truly moves the needle.

When you’re a towering figure talking about serious financial topics, a little humor goes a long way. If he could lighten the mood just a bit, he’d make it easier for people to engage with what he was saying

In the business world, a unicorn is a rare, multi-talented executive who can operate as a “utility player” to deliver against competing demands. Unicorns adapt to challenges with finesse, they lead teams to deliver beyond their job descriptions, and they bring extraordinary value to a company.

If you’re a CHRO, you know the stakes of getting company culture right. It’s not just about attracting talent—it’s about keeping them engaged, inspiring them to innovate, and empowering them to bring their best selves to work every day.

This isn’t just touchy-feely advice—it’s a game-changer. When you shift your focus to the "wants" or “love to’s” in your day, you unlock a level of positivity and authenticity that ripples through everything you do. It’s what makes you want to stay late to finish a project versus resenting having to be there.

When you bring your authentic self to work, you empower others to do the same. This isn’t just about personal fulfillment—it’s about fostering a culture where people feel safe to share ideas, take risks, and contribute their best.