Timely Insights. Practical Solutions.

Meetings are a staple of organizational life. Some are productive and purposeful, while others leave people wondering why they were there. Over the years, I have found that how a meeting ends is just as important as how it begins. A strong close can surface insight, foster ownership, and shape a culture of openness.

That is why I end nearly every meeting with one simple question:

“What did we not talk about that we should be talking about?”

It is a powerful invitation that can uncover the missing conversation, the unspoken concern, or the idea just below the surface. This question signals that the meeting was not just about checking off an agenda—it was about making space for what matters.

Why This Principle Matters

Let me ask you something: Why do people happily pay double for first class? Why will they wait months for a reservation at that tiny, impossible-to-book restaurant? And why do they keep returning to that one advisor they trust implicitly?

It’s not just about the what—the product, the service, the solution. It’s about the how—the experience.

From my experience as an educator, consultant, and executive coach: People don’t just remember what you did—they remember how you made them feel while you did it. Whether leading a team, consulting for a client, or coaching someone through a challenge, the experience you create is the value you deliver.

Let that sink in. People do not just buy results—they buy

I would like to describe a coaching experience that highlights the hidden costs of reactive leadership and the benefits of adopting a proactive approach.

The Firefighter Leader

I began working with a senior vice president at a large manufacturing company. We will call him Mark. Mark was known as the person who could “solve anything.” He was always on the move, answering calls at all hours, jumping into every problem, and making quick decisions to keep the business running. At first glance, Mark appeared highly effective — admired by his team, praised by his peers, and constantly called upon by the CEO.

However, when we started working together, it became clear that Mark was exhausted. He described feeling like he was “constantly chasing fire

There is much discussion about flattening structures, agile teams, and eliminating bureaucracy. Yet, despite the noise, one truth remains: middle managers are not going away. They are more critical than ever. Our expectations of them and the minimal support we provide for their success are changing.

Middle managers often translate strategy into execution. They are responsible for performance, morale, communication, coaching, conflict resolution, inclusion, and—somehow—doing all this with fewer resources than ever. According to a Gartner (2023) study, 70 percent of middle managers report feeling overwhelmed by their responsibilities, and nearly half experience burnout. Yet these individuals are the ones organizations count on to hold everything together.

Writing for For

With only 21% of employees globally engaged and 41% experiencing daily stress, the traditional playbook for workplace engagement is broken. Here’s what leaders need to know—and do—right now.

In today’s dynamic global workplace, employee engagement isn’t just a desirable trait—it’s a fundamental business imperative under unprecedented strain. Engaged employees are the bedrock of high-performing organizations. They’re more focused, more productive, and demonstrably more resilient. They actively take initiative, contribute innovative solutions, and elevate the performance of everyone around them. Simply put, they don’t just do their job; they own it.

Yet the sobering reality of 2025 paints a concerning picture: global employee engagement has fallen to j

After nearly five decades in education, corporate leadership, and executive coaching, one thing is clear to me: job fit is the foundation of success. When we match people with roles that fit their strengths, thinking styles, and motivations, we unlock better performance, higher engagement, and stronger retention. When we do not, the results- low morale, turnover, and lost productivity- are immediate and costly.

To help solve these challenges, my clients and I rely on PXT Select. This data-driven assessment takes the guesswork out of hiring, promotions, and restructuring. In a world where gut decisions can be expensive, PXT Select brings clarity, consistency, and discipline to evaluating talent.

From Guesswork to Strategy: Defining Job Fit with Data

It is 2025. The labor market continues to shift, employee expectations have evolved, and organizations face increasing pressure to remain competitive while controlling costs. Amid these dynamics, one concept is more vital than ever: Job Fit.

Job fit is more than whether a candidate meets the qualifications. It is the alignment between a person’s behavioral traits, interests, cognitive abilities, and the demands of a specific role. It also considers the fit within the team and the broader organizational culture. When done well, hiring for job fit leads to better engagement, stronger performance, and lower turnover. This approach not only mitigates the risk of costly turnover and underperformance but also fosters a more harmonious and productive work environment.