Studies continue to show that one of the number one reasons why people want to work for an organization is they want to trust their leader and leadership, even more than money or the organization itself.

Jim Dunn, EMBA ‘16, is no stranger to pushing boundaries. With a career spanning more than 30 years in human resources and a resume that includes serving as Chief Human Resources Officer (CHRO) for some of the nation’s largest healthcare organizations, Dunn had already achieved what many executives aspire to. But in 2014, despite his extensive leadership experience and an impressive collection of advanced degrees—three doctorates and multiple master’s degrees—he felt something was missing.

These days, it feels like every headline is another five-alarm fire. Wherever you look, folks are carrying heavier loads and trying to keep up as the pace speeds along. In times like these, it’s easy to think the answer is to grit our teeth and double down. After all, serious problems deserve serious attention.

When it comes to people, Jim Dunn, PhD, has spent a lifetime proving that they are not just a company’s greatest asset—they are its greatest advantage. For more than three decades, he has been at the forefront of strategic human resources, leadership, and organizational development, reshaping workplace cultures and transforming how executives think about their people. Known both as a national leader and a visionary, Jim has built his career around one guiding principle: when people thrive, organizations do too.

Happy to be on the team with the Forbes Councils. As a member, some of my writing will appear on Forbes.com.

What started a decade ago as a psychotherapy practice for Black men in corporate America had grown over the last year into one of the largest communities connecting hundreds of mid- level, senior, C-suite executives, and board directors across the globe.

Jim Dunn, President and CEO of LD Human Capital Consulting, reveals why human connection is the key to thriving in the age of AI.

The future of work won’t be defined by automation; it will be defined by human connection.

Unlock why emotional intelligence outpaces raw cognitive ability in executive success— Jim Dunn cautions that while technical skills can be taught or outsourced, interpersonal acumen is non-negotiable—you simply can’t buy a good person. 

Jim Dunn is a nationally recognized HR leader with more than three decades of experience guiding culture, talent, and transformation strategies across prominent healthcare and nonprofit organizations.

To me, enduring at work isn't about getting through something. It's about choosing to stay focused on why the work matters, including who it’s meant to serve and the impact it’s meant to have.

I don’t believe in bad days. And no, I’m not an unshakable optimist. I've just developed a mindset that values purpose.

When most people hear “resilience,” they think of bouncing back from something. But to me, that definition feels a bit antiquated.

Adam and Mike speak with Jim Dunn about how their clients come from various industries. They discuss the universality of business coaching for all business owners, not just those in their specific backgrounds.

Jim pulls back the curtain of the Chief Human Resources Officer role, offering a treasure trove of practical advice for the legal department to become the CHRO's ultimate wingman.

Early in my HR career, I was fortunate enough to meet former President Jimmy Carter at a professional conference. After he heard me speak, he had the Secret Service approach me for a chat. To this day, I can’t believe what I said.

Remember when the only place you found artificial intelligence was in movies or sci-fi novels? Like many people, I found myself waiting for AI to show up and transform the world overnight—like a less-threatening Skynet.

Maybe it's just me, but has it gotten awfully complicated to have people over for dinner lately? I'm noticing that everybody has a dietary restriction or preference to accommodate.

I asked my LinkedIn network the following: Who is still using annual surveys as a primary metric for employee happiness, and who uses something else? To my surprise, over half of the respondents said they’ve stuck with the traditional survey.

Companies have always inherently understood the need to balance various objectives and manage the give-and-take nature of offsetting interests.