Next Generation Leadership

2025 was tough. Whew. Even writing that, I can feel my jaw tighten a little. And it wasn’t just me. Almost everyone I spoke with this year used the same language. Heavy. Disorienting. Relentless. If I had to choose one word, it would be this: uncertainty. Uncertainty is painful. Not knowing what is coming next. Not knowing whether who we have been is the same as who we will be. Not knowing...

Change is not primarily a communications issue, or a morale issue. And it's definitely not "just" a cultural issue. Though, that's where a LOT of emphasis is placed during and especially major organizational changes. Change is about alignment. Alignment between vision, strategy, structure, and culture. When one of these shifts, the others must follow. If they do not, the organization fractures. ...

Most leadership journeys don’t begin with power.They begin with care. Yesterday, I was in conversation with a client—also a colleague and a friend. At one point she paused and asked, “Have you always been like this? Have you always really cared this much?” Yes-ish. I’m not perfect—especially up close. I can be quirky. I can be impatient. But I have always carried a clear-eyed sense that something...

Most communication failures in organizations do not happen because people are careless, unskilled, or unwilling to engage. They happen because people are operating on different frequencies—sending and receiving messages through fundamentally different lenses shaped by role, pressure, power, and context. In healthy working relationships, communication feels almost effortless. Meaning transfers...

It’s a fair question.

A great deal of thought, research, and care went into the leadership model that guides CultureRoad: ARCHI.

When leaders say they want to be more consistent with feedback and coaching, they usually mean one of two things.

There is something happening in the wake of the monks walking for peace that goes deeper than any “just do this” leadership approach I can describe. It’s more than choosing actions within their control. Yes, of course, they’re doing that. But more deeply, they are unearthing something inside of us that desperately needed to see the light of day—our goodness.

Most leadership frameworks were built for environments where the rules were largely known. You could analyze a problem, select a course of action, communicate it clearly, and then manage execution. When conditions shifted, they did so incrementally, and leaders had time to adjust.

Photo by Antoni Shkraba When was the last time you let your imagination run wild? Not mildly curious. Not slightly ambitious. But fully, unapologetically unhinged from practicality, risk, and fear? Most of us, somewhere along the road of adulthood, learned to tame our imagination. We were taught to be “realistic,” to color inside the lines, to stop daydreaming and “focus.” We became masters of...