Insights

The world feels extra right now. We've been treading (and sometimes drowning in) messy waters for a while, but somehow, the waves keep getting bigger. Disruption is constant, fear keeps our hearts lurching, and the impact seeps into every corner of our lives—including the workplace.  At work, we’ve gone from the chronic stress of nonstop firefighting and pivoting to utter overwhelm and befuddlement comas  from relentless chaos. And let’s be real—in the chaos, we don’t always

In today’s fast-paced and unpredictable world, organizations and leaders are facing an unprecedented level and complexity of challenges—shifting market dynamics, technological disruptions, economic uncertainties, and societal transformations. In such an environment, many individuals, leaders, and organizations find themselves in paralysis – uncertain and fearful to plan, act, and move forward. However, being hijacked into a state of in-action and focusing solely on immediate

When I ask this question, the response I get most frequently is, “Oh yes, our company offers all sorts of training and development opportunities. We are continuously investing in the professional development of our staff.” While these actions and intentions are great, this response in itself is a limited if not an inaccurate definition of what a learning organization is. Professor and author Peter Senge first introduced this concept in his book “ The Fifth Discipline ”. Accor

The phrase "culture eats strategy for breakfast" is often attributed to the management guru Peter Drucker, and it suggests that an organization's culture is more powerful than its strategy in determining its success or failure. However, the idea can also be applied to organizational structure. An organization's culture can have a greater influence on how the organization operates than its formal structure. This means that, even if an organization has a well-designed structure

Salima Hemani, PCC, SHRM-SCP President, SZH Consulting LLC Many successful organizations do a great job of protecting, investing in and nurturing their top leadership . Fewer among those have the strategies and systems in place to identify and develop the next generation of leaders through succession planning programs. However, for companies to compete, survive and thrive in this increasingly volatile, uncertain, complex, and ambiguous (VUCA) environment, the important “work”

Salima Hemani, PCC, SHRM-SCP President, SZH Consulting LLC Accountability and responsibility are two wheels of the same cart. You need both in place, working together, to move forward. Yet, many leaders and organizations tend to use these interchangeably. Or worse, they often assume that just delegating the responsibilities without setting up clear accountability measures will lead to success. Unfortunately, lacking a culture of accountability in the workplace can spell doom