This is a discussion of the role of trust and how to manage it in the important and intimate relationship between a Board Chair and the Executive Leader of a not-for-profit or mission-driven organization. We explore lack of trust, as well as “too much of a good thing.”

Managing risk involves dealing with the dual threat of “what if?” and “I told you so.” Strategy and Governance is serious business, but managing these emotion-laden discussions and decisions needs all the help it can get.

Board Chairs and Executive Leaders play a critical role in engaging in discussions to focus the right kind of fear and doubt with regard to managing strategic risk.

Developing and following strategy involve a series of conversations and decisions. In a not-for-profit setting, interactions between the CEO and Board Chair will have a massive impact on the effectiveness of organizational efforts.

We are talking about this relationship online and in-person.

If you cancelled a DEI program that was not effective in the first place… is that a bad thing?

Here is a discussion on attempts to make improvements to the complex and nuanced world of workplace culture and what it entails.

What do we mean when we “agree to disagree” with each other?

What does architecture and loneliness teach us about collaboration? Quite a bit

Here is a discussion about the importance of remaining curious in the face of ideas that are quickly over-simplified and polarizing.

Are you curious? Although it apparently killed the cat, it is not all bad… it’s also not all good. Are you curious enough to read this?

My recent completion of the Shikoku Henro pilgrimage got me thinking about a wide range of things. Here are some that relate to collaboration, organizational and professional development.