Casey Boyles

Okay, this week's episode of Hiring Happy Hour genuinely gave me a moment. 🥹 I sat down with Andrew Porter, talent leader, transformation expert, and one of the most thoughtful humans I've met in the TA world. What started as a conversation about partnerships turned into a full-on soul mirror. 😅 We went deep on something I think we all know matters but rarely talk about with this level of honesty: the power of partnerships. Not the buzzword version. The REAL version. Internal relationships with finance, legal, and procurement. Vendor ecosystems that actually talk to each other. And the art of holding space for a difficult conversation without reaching for the contract. 💬 And then he reminded me that a "squiggly career" isn't a mistake. It's actually the whole point. If you're in TA, leading a team through change, or just trying to build something real with the people around you, this one is for you. 💚 🔗 Full episode links in the comments! #HiringHappyHour #TalentAcquisition #PowerOfPartnership #HiringStrategies

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NEW: WorkTech Podcast with Laura Kunz, CoFounder of Spirence and HR Tech Pitchfest runner-up. Laura shares how Pitchfest sharpened their messaging, and accelerated partner conversations that had been on their wishlist since day one. “It was like an accelerator for relationships.” If you're a startup considering Pitchfest next year, Laura’s advice: "apply." Watch the entire video at 1worktech.com/podcast or listen to the WorkTech Podcast on the WRKdefined Podcast Network wherever you get your pods. #HRTech #WorkTech #MentalWellness #EmployeeBenefits #HRTechConf HR Executive

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As I ponder what the future of the workplace will look like and how AI will factor into that, I'm drawn to this blog post by Melanie Rosenwasser, CPO at Dropbox. Essentially, if we work off of the assumption that AI is here to stay -- which it is -- then what we need to consider is how we humans can differentiate ourselves and stay relevant. She describes what she calls "the human edge": "The skills that do not expire and the ones that help us stay grounded when the ground keeps shifting: awareness, judgment, adaptability, and connection. We call these durable skills, and they’re quickly becoming the real differentiators for thriving in the AI era." I like this way of categorizing the kinds of things that 1. everyone needs to be a successful employee, at any company, and 2. AI can't replicate. I know the job market is brutal right now, and I know a lot of people are feeling like AI took their jobs. And maybe it did. But I think it helps to focus more on what we bring to the table and less on what AI is taking away from us. What we bring to the table, as Rosenwasser describes it: - Awareness: how we understand ourselves and others - Judgment: how we evaluate information and make decisions in complex situations - Adaptability: how we learn, adjust, and stay effective through change - Connection: how we communicate, collaborate, and build trust "This mirrors what I hear from leaders across industries. The future belongs to people who can harness AI, not hide from it. It belongs to those whose human spark adds meaning in ways technology has yet to match."

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Olivia Dean's "Man I Need" has great advice for founder communication. Make it not romantic, and listen to her: Talk to Me, Talk to Me. Be the [Founder] that I need. I'd like to think you feel the same way. But I can't tell with you sometimes. So, let's get on the same page. Stop making me read between the lines. You hear it now? Founders, internally we don't want the fundraising pitch or bravado. We don't want opaque updates that leave us guessing. Tell us: - What's really going on financially (regularly) - What the top priorities are and how you are cutting, saying no, and staying focused - Retros on what is and isn't working - What you are hearing from the market, investors, and customers, without a gloss - Gratitude when we do something well (specific motivational feedback pls!) - Honest, real-time feedback when we fall short (specific developmental feedback too!) - When plans are changing and why - How you think about problems, product features, the market, or anything that helps us better operate as co-owners of this business. Teach us to think and make decisions like you, so we can move at 2x the speed, with 2x the autonomy, because we are in radical alignment. And please teach execs and managers to do this too, as we scale past 50. Be the founder that we need. (Really) Talk to us more. And bring that founder energy and magic. Make it sing. ✨ 🎶 PS - this advice isn't theoretical. I've watched several founders in the last year take the reigns and set clearer goals and communicate, and the way the business takes off is outrageous. It costs you nothing but the time it takes to communicate. Are you going to leave free clarity and velocity on the table? DM this to a founder who needs to unlock the superpower of communication. 🚀 --- 👋 Hi! I'm Kate Kruizenga, Fractional Chief People Officer and founder of Phero Collective. We help founders Seed to Series C build and scale your People and Talent foundation to unlock engagement, growth, and revenue. I'm the kind of leader that takes a weekend Peloton Olivia Dean ride, and comes away with founder advice on communications for velocity and impact. Also here to save your feed from a deluge of identical "I'm attending Transform!!" posts this week. 😉

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I saw a CHRO role posted today in Menlo Park, California on LinkedIn. Onsite role. Leading nonprofit. Pay range: $200K to $250K. At first, that didn’t shock me. Nonprofits often pay less than large corporations. Fair enough. Then curiosity got the better of me, always a dangerous thing. I looked up the average home price in Menlo Park. Roughly $2.8 million. Which left me with a rather basic question: Who exactly is this job designed for? Is it for someone already independently wealthy? Someone with a spouse in private equity? Someone who enjoys being “mission-driven” while commuting from three ZIP codes away? I understand the mission. I understand nonprofit economics. But I’m less clear on how organizations expect senior leaders to live in one of the most expensive housing markets in America on pay that sounds high in theory but may not actually buy a front door nearby. Maybe I’m missing something? Seriously trying to understand and learn. Or maybe the labor market has quietly accepted a strange new math: Executive responsibility, Bay Area cost of living, nonprofit pay. Pick two.

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Hiring your buddy isn’t a talent strategy. And relying on your personal network isn’t the same as running a real search. We see this all the time. A deal team closes on a new platform and defaults to the easy option. They bring in someone they worked with ten years ago. A board member recommends a “safe pair of hands.” An operator who did okay in a different context gets recycled into a new one. Sometimes it works. But often, it doesn’t. Because fit, capability, and timing are not universal. What worked once doesn’t guarantee success again. At Venatis, we don’t believe in recycling resumes. We believe in reverse-engineering the problem. We start by asking: What does success look like in this specific business, with this ownership structure, and this value creation plan? From there, we map the market. We interview relentlessly. We challenge assumptions. And we pressure-test every finalist—not just on credentials, but on leadership behavior, execution history, and alignment to strategy. We’ve placed operators who weren’t on anyone’s radar. They weren’t referrals. They weren’t “available.” They were the right person to lead in that moment—and they changed the trajectory of the business. Hiring through your network might feel efficient, but we’ve seen what it costs when the role is misaligned: lost time, lost momentum, and in some cases, lost returns. You only get one shot at Day One leadership. Don’t take the shortcut.

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When Job Hunting: Should You Chase the Title, the Grade… or the Paycheck? (A fun but important career question that needs your honest take) So here’s the gist: A recent chat with a friend got me thinking about something we rarely talk about openly in the career space, yet it sits at the heart of almost every job decision we make. 👉 When job hunting, what really matters more, the grade/title or the salary? Let’s break it down, because this is deeper than it looks. 🔑 For Early Career Professionals (The Hustle Stage): At this stage, most people just want to get a foot in the door, learn, grow, and yes—earn enough to survive (and thrive). Salary often takes center stage because, let’s face it, bills won’t pay themselves. Exposure + Cash = Priority. 🔑 For Mid-Level Professionals (The Building Stage): Here, things start to get interesting. You’re not just working for today, you’re building credibility, reputation, and expertise. At this point, job title and role responsibilities start to matter more. It’s about being seen and valued for what you bring to the table. Salary is important, but so is strategic positioning for future growth. 🔑 For Senior Professionals (The Legacy Stage): At senior levels, it’s less about the title (because titles can be wildly inconsistent across industries) and more about the job grade, that is, the level of decision-making authority, the scope of influence, and leadership responsibilities. The salary? It’s still important, no one’s working for free, but long-term impact, legacy, and boardroom conversations tend to outweigh quick financial gains. 🤔 But wait—what about industry differences? True! An MD in hospitality may accept a "Manager" title at a global development institution like World Bank because the exposure, network, and future doors that will open make it worth it. Sometimes, a title downgrade leads to a career upgrade. 💡 So here's the real question for YOU: 👉 If you had to choose between: 1️⃣ A higher salary but lower title/grade, or 2️⃣ A stronger title/grade with modest immediate pay but bigger long-term potential… What would you pick, and why? I’d love to hear from: ✅ Jobseekers: What drives your decision to say yes to an offer? ✅ Employees: Have you ever chosen one over the other and did it pay off? ✅ Employers/HR Leaders: How do you structure offers that balance these factors? Let’s get talking, drop your thoughts below ⬇️ because your experience might just help someone else make the right move in their career. #CareerDecisions #SalaryVsTitle #JobHuntingTips #Leadership #HRInsights #TalentTalks #GrowthMindset

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When Kristin Cullen-Lester and I began curating contributors for The Social Capital Imperative, commissioned by Society for Industrial and Organizational Psychology (SIOP), we sought to feature scholars who are illuminating how networks shape leadership—not just in theory, but in the everyday realities of the workplace. That’s why we were honored when Laura Bauer joined Caton Weinberger and Dorothy Carter to co-author the chapter, “The Role of Networks in Leadership Effectiveness.” Laura is a doctoral candidate in the Organizational Psychology Program at Michigan State University where she is part of the renowned Leadership, Innovation, Networks, and Collaboration (LINC) Laboratory. Her research focuses on teams and multiteam systems operating in extreme environments. Laura’s scholarly contributions have been presented at leading academic conferences and reflect a passion for applying rigorous network science to practical workplace challenges. In their chapter, Laura, Dorothy, and Caton explore leadership through a social network lens, emphasizing that leadership emerges through relationships and is influenced by the structure of those relationships. While research supports the value of this approach, practical guidance for managers has been limited. The chapter addresses this gap by offering actionable insights for how managers can understand, build, and use networks effectively, and outlines directions for future research. Kristin and I are so grateful to Laura and the fifty thought-leading contributors for bringing their expertise and real-world leadership lens to this book. Laura’s voice affirms that to lead effectively in today’s world, we must understand not only who leaders are, but how they are connected. We’re thrilled to spotlight her contribution and the critical role of networks in shaping the future of leadership. Michelle Mahdon, Alexandra Gerbasi, Cody Martin, SPHR, Michael Hoffman, Ph.D., Clint Kofford, Caitlin Porter, Ashley Pearson, Donna Chrobot-Mason, Ali O'Malley, PhD, PCC, Pat Downes, Phil Willburn, Curtis Hampton, Andras Vicsek, Travis Grosser Michael Arena, Cynthia Maupin, Semin Park, Victor Bilgen, Chris Gideon, Neha Shah, Lauren Blackwell Landon, Ph.D., SPHR, Andrew Parker, Julia Brennecke, Katelyn Cavanaugh , Eric Middleton, Ph.D., Matt Berkheiser, DrPh, CIH, CSP, CEM, James Vardaman, Feigu Zhou, Hemerson Paes, Theresa Floyd, Giuseppe (Joe) Labianca, Brad Patrick, Laura Bauer, Dorothy Carter, Michael Campbell, Meredith Woehler, Patrick Decker-Tonnesen, Ph.D.

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🌱 Big news: I’m thrilled to share the launch of Sprout HR Consulting! 🌱 After years of leading People & HR functions across startups and high-growth organizations, it felt time for something different: practical, strategic HR support that scales with the needs of the business. Sprout was built to help founders, CEOs, early HR leaders, and leadership teams navigate growth, change, and complexity—without losing sight of what matters most: people and culture. From fractional HR leadership to executive coaching, systems audits to culture design and leadership pathing, the goal is simple: to help organizations thrive by unlocking the full potential of their teams. You can learn more about our approach and offerings here: https://lnkd.in/gfPmxCMt If you’re curious about how Sprout can support your journey—or just want to swap ideas on building healthy, high-performing cultures—I’d love to connect! Christia Churchill

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I think we're missing the point on inclusion KPIs... Last spring, I had the honor of keynoting the Women Get On Boards 10th Anniversary Summit. The energy? Electric. A room full of powerhouse leaders who’ve been championing gender equity longer than the majority of people have even been in the workplace today. I shared frameworks. I walked through real case studies. I listed metrics. Then the top ranked audience question flashed on the screen:  "𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘀𝗼𝗺𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗞𝗣𝗜𝘀 𝘁𝗼 𝗺𝗲𝗮𝘀𝘂𝗿𝗲 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻?" I had just answered this. But the fact that it still came up—and ranked #1—stopped me in my tracks. Because I see this 𝘦𝘷𝘦𝘳𝘺 𝘵𝘪𝘮𝘦. After the keynotes. After the diagnostics. After the trust-building. It always circles back to:  “𝗕𝘂𝘁 𝗵𝗼𝘄 𝗱𝗼 𝘄𝗲 𝗺𝗲𝗮𝘀𝘂𝗿𝗲 𝘁𝗵𝗶𝘀?” Here’s the real issue. Most people only see representation: → How many diverse hires? → How many women in leadership? And yes, you should measure those. But those are 𝘭𝘢𝘨𝘨𝘪𝘯𝘨 indicators. They’re the last things to move. They don’t tell you what’s actually working. Here’s what does: → 𝟭. 𝗙𝗲𝗲𝗹𝗶𝗻𝗴𝘀 𝗼𝗳 𝗜𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻 (𝗙𝗮𝘀𝘁𝗲𝘀𝘁 𝗜𝗺𝗽𝗮𝗰𝘁) Ask: 𝘋𝘰 𝘱𝘦𝘰𝘱𝘭𝘦 𝘧𝘦𝘦𝘭 𝘪𝘯𝘤𝘭𝘶𝘥𝘦𝘥 𝘣𝘺 𝘵𝘩𝘦𝘪𝘳 𝘢𝘤𝘵𝘶𝘢𝘭 𝘭𝘦𝘢𝘥𝘦𝘳𝘴, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘣𝘳𝘢𝘯𝘥? Quick win: At the end of a meeting, ask:  “𝘏𝘰𝘸 𝘪𝘯𝘤𝘭𝘶𝘴𝘪𝘷𝘦 𝘸𝘢𝘴 𝘵𝘩𝘪𝘴 𝘮𝘦𝘦𝘵𝘪𝘯𝘨?” One question. Immediate signal. → 𝟮. 𝗘𝗾𝘂𝗶𝘁𝘆 𝗼𝗳 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 (𝗗𝗲𝗲𝗽 𝗜𝗺𝗽𝗮𝗰𝘁) Are people across race, age, and gender having the same quality of experience? Same time-to-promotion? Same quality of feedback? Same access to stretch roles? If not—why? → 𝟯. 𝗗𝗶𝘃𝗲𝗿𝘀𝗲 𝗥𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 (𝗧𝗵𝗲 𝗢𝘂𝘁𝗰𝗼𝗺𝗲) Yes, measure it. But it’s the result of the first two going right. Not the place to start. The strongest DEI strategies measure what matters 𝘣𝘦𝘧𝘰𝘳𝘦 it shows up in headcount. 𝗧𝗵𝗲 𝗿𝗲𝘃𝗲𝗹𝗮𝘁𝗶𝗼𝗻: The path forward becomes clear when we find inclusion metrics that actually move the needle. What would you like to measure? Drop what KPIs you'd like to use in the comments — let's benchmark better. #InclusiveLeadership #BusinessStrategy #DiversityEquityAndInclusion #Performance #EquityInTheWorkplace

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📋 Most new hires get a folder of paperwork and are told to figure it out. Then founders act surprised when day 30 comes and they still don’t know what success looks like. You bring in someone talented. Then you expect them to figure out their own ramp. No documented process. No clarity on what “productive” actually looks like. No timeline for when they should hit key milestones. So day 30 comes and goes. They’re still ramping. Day 90 comes and goes. They’re still learning. And you wonder why onboarding takes so long. But here’s what changes everything: 1. Document what day 30 looks like (expectations, milestones, what they should know) 2. Assign a peer mentor (someone to answer questions daily) 3. Set weekly 1:1s (check-in on progress, remove blockers) 4. Define their first project (something they ship in week 1) 5. Create a training plan (how they learn your systems, tools, and processes) 6. Review and adjust (after 30 days, assess what worked) The moment you do this, your next hire hits day 30 productivity. And the one after that. And the one after that. You don’t have an onboarding problem. You have a documentation + execution problem. Start here: Which one of these 6 steps does your team actually do right now?

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Companies with strong creative cultures are 3x more likely to outperform their peers - yet most leaders are trained to control or manage but not adapt. In our latest episode of DISRUPT: The Podcast, my cohost Andrés T. Tapia, EMBA and I sit down with Kelly Leonard of The Second City to unpack why the improv principle of “Yes, And” may be one of the most underutilized tools in business today. What if the leadership skill your company is missing isn’t strategy, AI, or execution... but improvisation? From navigating uncertainty to unlocking collaboration and innovation, this conversation challenges how leaders think about culture, power, and performance - and why embracing uncertainty might be your competitive advantage. Watch the episode now and rethink what leadership really requires! #DISRUPTThePodcast #Leadership #Innovation #YesAnd #Culture #FutureOfWork #CreativeLeadership https://lnkd.in/gaDp4tfZ NEXU Media Group

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We spend around a third of our lives at work (roughly 90,000 hours!), but we rarely ask why we do it the way we do. As a partner at noodle research + strategy, I’m fascinated by the "invisible architecture" of the workplace. It’s not the org chart or the benefits package that drives engagement, it’s the rituals, the social connections, and the sense of belonging that come from a shared "tribal" identity. When engagement drops we often look for a technical fix, but usually the problem is anthropological. We’ve disrupted a ritual, ignored a social code, or implemented a tool that clashes with the team's lived reality. If we want people to bring their best selves to work, we have to design environments that respect the human at the center of the screen. We just shared the blog post below on the noodle page about the Anthropology of Work and how to decipher the "unspoken truths" of employee engagement. Check it out, and as you're reading it consider this question: What’s a "small ritual" at your job (maybe a specific way you start a meeting or a Friday afternoon tradition) that actually makes you feel connected to your team? Share your answers in the comments or, better yet, use them as a catalyst for conversations with your colleagues. #EmployeeEngagement #FutureOfWork #BusinessAnthropology #Leadership #QualitativeResearch #OrganizationalCulture

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💥 Shattering Stereotypes 💥 Today, we honor 5 organizations that are working towards a more equitable work environment in tech and tech adjacent spaces. 💡 Women In Product was founded in 2016 by a group of women product leaders. The organization is on a mission to equip women and non-binary folks to thrive in product management careers at all levels. Today, Women in Product is a welcoming community of over 30,000 women and non-binary folk in product. ✨ Arab Women in Computing (ArabWIC) was founded by Professor Sana Odeh Arab in 2012, aiming to support, inspire, retain, encourage collaboration, increase visibility and status of Arab women in computing. Since then, it has become a community of more than 6,000 Arab technical women from all over the world and has successfully created chapters in 19 countries. 👩‍💻 Women In Data™️ was founded in 2015 by Sadie St Lawrence when she noticed the lack of female representation in data. By 2030, Women in Data is on a mission to reach 10 million lives and achieve 30% female representation in data careers. With over 70,000 members in 150+ countries, this organization is a global network empowering women to excel in data careers. 💻 XR Women Global was founded in 2020 by Karen Alexander, Sophia Moshasha, and Julie Smithson. It is a pioneering global community, dedicated to empowering women in the fast-evolving realms of emerging technologies such as XR (Extended Reality), AI (Artificial Intelligence), and the metaverse. Every week, members convene in virtual worlds, creating a dynamic platform for women to connect, collaborate, and learn from one another. 💖 Women In Fintech was founded in 2014 and now have 6,000+ members and 1,900+ Slack community. Women in Fintech hosts a variety of events across the country including panels, happy hours, and trivia nights as they advance women in the fintech industry. Today and every day, let's celebrate women in all the different areas of tech — and the organizations that continue to support them! 🔹 Logos shown belong to their respective organizations and are used here for identification and recognition purposes only. #ShatteringStereotypes #WomeninTech #WomenConnectedtoTech #WomeninSTEM

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One of the most expensive hiring mistakes leaders make is mistaking pedigree for competence. Sometimes at Lodestone People Consulting we hear well-meaning clients overly indexed on elite schools, well known previous employers, and familiar backgrounds. Those feel like rigor, but in reality, they’re often just shorthand, used when we haven’t clearly defined or measured what the role actually requires. The real cost isn’t just unfairness. It’s the talented people organizations never even see.

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It’s a new year, so let me reintroduce what I’m building, intentionally. I run a non-profit called PMhelp, supporting people especially from underrepresented backgrounds who want to break into tech through Product Management, but feel stuck, overwhelmed, or quietly battling imposter syndrome. This isn’t about doing more. It’s about doing the right things. Over the past year, PMhelp has helped people: • Move from non-tech jobs into real tech pathways • Stop over-collecting certifications • Build confidence through clarity (not motivation) So for 2026, we’re doubling down with FREE, focused programs designed to meet you exactly where you are in your journey 👇 2026 FREE Programs & Focus Areas - Breaking into Product Management For anyone working non-tech jobs who wants a clear, realistic entry path. - A Product Community that Helps You Grow Learn, ask questions, and grow alongside others on the same journey. - CV Reviews Make sure your CV is aligned with your PM goals, not generic advice. - Interview Prep Sessions One-on-one support with senior PMs to help you prepare with confidence. - Monthly Workshops Hands-on, practical sessions to keep you moving forward. All links below ⬇️ Learn PM basics: https://pmhelp.co/learn Join the PMhelp community: https://lnkd.in/euhUbTjk CV review support: https://lnkd.in/eSsPBxNn Monthly workshops (Luma): https://lnkd.in/eQCPn68X Need help with your transition or job prep? Email us: community@pmhelp.co These programs are built on guidance from people who’ve walked this path. If your 2026 goal is to stop guessing and move forward with confidence toward a PM career, PMhelp is here for you at no COST. Please share this with anyone who might need it ❤️ #PMhelp #TechForGood #BreakingIntoTech #UnderrepresentedInTech #ImmigrantsInTech #UKTechCareers #ProductManagement

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When I first stepped into executive leadership, I thought I had to have all the answers. I wore the armor of competence—always polished, always prepared. But over time, I realized: what actually sustains you in leadership isn’t having the answers. It’s having people you trust enough to ask the real questions. There’s something powerful that happens when leaders drop the performative polish and connect as humans—not just as titles—building big things. Building your personal advisory board is an incredible game changer for strong leaders. Who’s on your personal advisory board? Check out the article I contributed for more tips on building your personal advisory board: https://loom.ly/k3iwnKg #Leadership #ExecutiveCoaching #WomenInLeadership #FounderLife #CHRO #CEOPerspective

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What I Learned About Letting Go (and Why It Matters in Non-profit Leadership) At my last role at Braven, we used to have each new hire read through a well-known article: "Give Away Your Legos." As a hypergrowth organization 🚀 that moved very quickly 🏃‍♂️‍➡️ , it was important to instill in new hires (more than 80 in one particular year 🤯 , shoutout to my magnificent (former) director of talent Michele Ybarra) the importance of being nimble and open to shifting duties as the organization created infrastructures and systems. The article's premise is simple but powerful: as your organization grows, you have to let go of the things you built, even those that you love 🫰 . This allows others to step in and take them further. As a COO, I've stepped into organizations during seasons of change, after restructures, leadership transitions, and moments of deep organizational fatigue. One pattern I have encountered again and again: People hold on too tightly. Too tightly to the systems they designed, the roles they created, or the decisions they used to make. I've seen that this is usually not out of ego but care and trying to protect what they have built. The truth is that you can't scale impact if you don't let go. I've had to let go of my Legos many times, the teams I've built, decisions that I felt should be made within my world, and the budget control I'd carefully shaped. It's never easy, but I have learned that we get stronger by creating a space for others to lead. The work of Ops and leadership more broadly is not to build but to create systems and cultures that others can own. I often tell my team, "When the next COO steps in, I want them to fully understand systems, procedures, and most importantly, the WHY behind how we worked". 📊 I say this not because I am planning an exit (or early retirement!), but because I want to leave my Legos stay organized, clean, and ready for the next great builder! 👷 Check out the article here: https://lnkd.in/eUB7rGuQ

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I had the chance to share a few thoughts with Maggie Mancini for her latest article in HRO Today, and I’m genuinely grateful for the conversation. We talked about something I care deeply about: helping people navigate #AI without fear. Jobs aren’t disappearing - they’re evolving. The real shift isn’t #automation - it’s #mindset. AI is rewriting how we think, decide, and create. The orgs that win will be the ones that invest in their people now, not after the fact. And our responsibility as leaders is to give people clarity, skills, and trust so they can evolve with them. If you’re in HR (or partner with HR) - now is the time to treat AI adoption not as a technical rollout, but as a cultural transformation. With trust, transparency, and ownership mindset, we can help our people adapt - not with fear, but with confidence and agency. If this topic is on your mind too, here’s the piece: https://lnkd.in/dmtbqP99 #AIMindset #AITransformation #FutureOfWork #PeopleStrategy #Leadership

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