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When AI shakes up your industry, do you jump in… or hesitate? In my new book, 'Can’t Stop the Spaceship,' I explore how teams navigate AI-driven change. Some embrace it, some analyze every risk, and some wait to see what happens before making a move. So, who are you on the spaceship? - Theo Hudson – The Visionary Leader (pushing forward, but can he bring the team?) - Kai Sato – The Early Adopter (already experimenting, waiting for others to catch up) - Clara Vega – The Skeptic (analyzing risks before jumping in) - Lena Stroud – The Hesitant Majority (waiting for proof before making a move) - AUTO – The AI That Sees What You Can’t (co-pilot or disruptor?) Read the full article here! #AI #Leadership #ChangeManagement #FutureOfWork #CantStopTheSpaceship #DigitalTransformation

I don't know if anyone is going to want this thing. But I made it anyway. I hear from a lot of consultants that they're not finding projects, and nothing seems to be coming through from their network. I feel a lot of empathy, I really do. But I also wonder how folks are spending their work days, and what exactly they're doing to create results. Take this with a lot of love... Building a successful, highly profitable consultancy is a full-time job. It requires full-time hours. Until you have a full client load, you should be actively working 8 hours a day on lead generation, positioning and visibility. Sending out some notes to your network and hoping something falls into your lap is not a business-building strategy. I made an hour-by-hour schedule for independent consultants looking to build their book of business. This is for people who don't have much client work and need step-by-step guidance for what they should be doing to create results. If you want it, I'm charging $10 USD. Get it here: https://lnkd.in/gADE8H8x

Too many employers hold back from communicating about something new, because they’re worried about failure. What if it doesn’t go as planned? What if we have to postpone? Here’s the reality: in life and at work, failures happen. Plans shift, timelines adjust, and outcomes aren’t always what we envisioned. But avoiding communication out of fear of failure isn’t the solution – it’s the missed opportunity to build trust and authenticity. Transparency about challenges and setbacks fosters a sense of authenticity that employees crave. It shows them that perfection isn’t the goal – resilience and progress are. So ask yourself: How are you modeling this for your employees? Are you waiting until everything is “perfect” to communicate? Or are you taking them on the journey, saying, “This didn’t work out as we’d hoped, but here’s what we’re doing to get there”? No communication might feel like the path of least resistance, but catching employees off guard or introducing something at the last minute is a risky alternative. Let’s normalize failing forward and show employees that it’s not about avoiding setbacks – it’s about how we rise after them.

As a team leader, do you ever feel like your team is busy, but not making real progress? It's easy to confuse activity with results. But often, the problem isn't a lack of effort. It's a lack of clear communication. Miscommunication can derail even the best-laid plans. A policy change announced via email that no one read? A seemingly clear town hall that resulted in conflicting interpretations? These are classic signs of a communication problem, not necessarily inaction, but often unclear expectations. My free 3H internal comms worksheet will help you craft crystal-clear communications, so you can get your team on the same page and drive better results.?Get your free copy here:?https://lnkd.in/eWgShW2c #internalcomms #communication #leadership #messaging

Inclusion Starts Small: Everyday Actions That Create Real Change Creating an inclusive workplace isn’t about grand gestures—it’s about consistent, everyday actions that help people feel valued, heard, and supported. Real inclusivity happens when organizations prioritize accessibility, equity, and belonging in their daily operations. Here’s a guide (link in comments) to creating a more inclusive workplace. It includes practical, achievable steps supported by research and recommendations for books and podcasts to explore further.

Here's an exercise for all the internal communicators seeking clarity and a smallish project that can drive significant results ???? Consider defining your organization's communication channels, their purpose, whether they're synchronous or asynchronous, and behavioral recommendations to include in your employee onboarding experience. Communication falls short when we don't understand: ?? Where to find information (or how to use it) ?? What to expect from each source of communication ?? WHY each channel matters ?? How to interact with the communication we receive We're all guilty of making assumptions about why a specific channel performs poorly, or messages miss the mark. And sure, there's plenty of room to improve in these areas, too. But if we go back to basics, the first thing we should do is take a good, hard look at what we're working with and ensure everyone is on the same page. A few things might happen when you start this exercise: ?? You might realize you don't know the purpose of one or more of your channels (Good! Now you can prioritize this!) ?? You might hit the gray space between whether a channel is synchronous or asynchronous (It's time to add some definition and set clear expectations) ?? You might realize you don't have any set communication behavior expectations (But now you can discuss this with your leaders!) Here's a basic example for inspiration???? I'd love to hear what you find if you try this exercise. Also, this isn't only a helpful tool for internal communications. You can run a similar exercise with your loved ones and friends to strengthen relationships and clarify expectations.

Layoffs are never just internal events. They can impact a company’s reputation in ways that extend far beyond the employees affected. Meta’s latest round of cuts—framing it as a ‘low performer’ issue—raises questions about leadership’s effectiveness and long-term trust. When companies position layoffs this way, they aren’t just reducing headcount. They’re sending a message to remaining employees, future hires, and the broader public. And that message? It matters. Handled poorly, these moments can erode credibility and morale. Handled well, they can reinforce an organization’s values and resilience. The difference comes down to communication, empathy, and strategy. What message do you think this action sends to the employees who are still there?