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.

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.

If you really value your employees, you will not tolerate bad leaders. Full stop.

The last two years have brought a handful of friends to my doorstep for advice about the diversity, equity and inclusion roles they’d been offered. They came from all sorts of backgrounds: finance, marketing, operations and HR.

Just because you can, doesn’t mean you should. If you know me, you’ve probably heard this sentence come out of my mouth. It’s just sound advice. The Great Resignation has many people looking to jump ship, but it’s also showing some interesting turns.