In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
The culture of your company is perhaps your most important competitive advantage. For the most successful companies they build their culture as often as they breathe.
Children’s and youth sports start and finish all the time, whether at the beginning, middle, or end of a season. What matters is not the scoreboard or the record, but the experiences they carry with them during the season, and especially when it ends.
Coaching minor sports is not about winning games. It’s about building confidence, creating belonging, and giving kids a reason to come back. If they come back, you got it right.
Most people think hiring decisions are about choosing the best candidate.
They’re not.
Hiring is about removing enough doubt to say yes.
And once you understand that interviews start to make a lot more sense.
Most hiring mistakes happen before the interview begins.
Resumes can be polished, charm can be rehearsed, and yet the person you hire may not be the one your organization truly needs. A simple pre-interview questionnaire reveals how candidates think, respond under pressure, and treat people they believe won’t influence their outcome.
Hiring isn’t about perfection—it’s about understanding real thinking before it costs you.
Most managers hate admitting when a hire isn’t working out.
So they delay the conversation.
They hope the problem fixes itself.
Or they quietly tolerate issues that affect the whole team.
But ignoring a bad fit rarely solves anything. Sooner or later every leader faces the same reality: not every hire works out.
In the latest article in my Inside the Interview series, I talk about what good managers actually do when hiring goes wrong, and how to handle the situation professionally, fairly, and responsibly.
Every summer, organizations hire students to fill short-term roles. Few stop to consider that they are shaping long-term futures.
For many students, a summer job is their first real encounter with responsibility, accountability, and workplace culture. It is where reputations begin. It is where habits are formed. It is where confidence is either strengthened or quietly eroded.
For employers, hiring students is not simply a staffing decision. It is a leadership decision. It is a choice about whether to treat young people as temporary labour, or as emerging professionals.
When approached intentionally, summer employment becomes more than seasonal work. It becomes mentorship, community investment, and the foundation of someone’s career.
We move through and interact with dozens of organizations and people every day, healthcare, government, work, housing, commerce, and community spaces. Most interactions are brief, yet over time they quietly shape our sense of dignity, trust, and belonging.
This post explores a simple idea: a reasonable expectation of humanity in those interactions. Not perfection or special treatment, but clarity, respect for time, basic human regard, competence with humility, fairness, and accountability when things go wrong.
As you read, notice where these standards are present in your own interactions, and where they quietly fall away. And if you work inside an organization that holds power over others, consider how humanity is supported by design, not just individual effort.
As with most of my posts, this is a little longer than most, thank you for taking the time to read.
Point of view … perspective … life experience … and what we learn each day. The more I learn about other people, their challenges, and their resilience, the more I am determined to help illuminate what many of us do not see. Please take a few minutes to read this post and to share it; the people in all our communities who live with disabilities and barriers could really use our help.
Does the best candidate always get the job?
Does everyone who can do the job get equal consideration?
Or do our unconscious biases, misconceptions, and traditional image of the “ideal candidate” create hiring blind spots preventing us from seeing different and perhaps better hiring solutions?
Did you know more than half a million Canadians live with bi-polar disorder? About 3 out of 100 people in your lives experience this medical condition but few of us really know much about what they experience. Most of what we know likely falls into myths, misconceptions, and stigma unfortunately.
This blog is a very short introduction into what we should all know, whether we are employers, co-workers, friends, family, or community members. By learning more we can help them open more doors to employment and understanding. We can help them overcome the barriers society and our lack of knowledge has created.
We owe them that.
Learning to fail seems counterintuitive to everything our success culture seems to value. I believe people who say they never fail likely aren’t trying enough new ideas or ways of doing things. Failure isn’t the end, I believe it is simply an additional step on becoming successful. What is important, is learning how to fail so that failure doesn’t discourage you and lead to giving up.