Work is weird. It’s weird that we’re expected to professionally navigate behavior that would send anyone running in a social setting. It’s weird that some companies would rather keep a high-performing bully than an entire team suffering in silence. And it’s weird that “just be direct” is somehow radical advice in so many workplaces.

Alison Green, through Ask a Manager, has been making sense of this weirdness for years—turning chaos into clarity, giving people permission to set boundaries, and proving that workplace culture isn’t just policies, it’s how people experience their jobs every day.

This is a love letter to the workplace whisperer who helped shape my obsession with organizational culture—and why her insights still matter more than ever.

For decades, Southwest Airlines stood apart in an industry known for hidden fees and rigid policies. “Bags Fly Free” and open seating weren’t just perks—they were cultural cornerstones, reinforcing the airline’s identity as people-first, customer-friendly, and refreshingly different. But with these policies now on the chopping block, Southwest employees are facing an identity crisis.

How do you uphold a Servant’s Heart when you’re suddenly charging for something that once built trust? How do you maintain a Fun-LUVing Attitude when customers now associate your brand with frustrating fees? The shift from a values-driven culture to a profit-driven model risks more than customer backlash—it threatens the soul of Southwest’s workforce.

If leadership doesn’t step in with clarity, transparency, and a renewed commitment to culture, this turbulence won’t just be external—it’ll be existential.

"We just need better communication." Sound familiar? More often than not, this phrase is a red flag for an accountability issue. When expectations are clear but follow-through is missing, more meetings and Slack threads won’t fix the problem. Communication without action is just noise. Let’s talk about what really needs to change.

A toxic workplace doesn’t define your worth. If you’re feeling drained, undervalued, or questioning your abilities, remember: it’s not you—it’s the environment. While you navigate your next step, there are ways to protect your peace, set boundaries, and reclaim your sense of self. Here’s how to survive and stay whole.

Brand and culture alignment is often seen as a strength—but what happens when it becomes a barrier? In Employee Stock Ownership Plans (ESOPs), where shared ownership fosters deep cultural alignment, this connection can drive engagement and stability. But too much alignment can also create rigidity, stifling innovation and making organizations resistant to change.

When identity is so entrenched that new ideas struggle to take hold, companies risk stagnation. Groupthink, slow decision-making, and an inward-looking culture can all emerge when alignment turns into inflexibility.

The key? Treat culture as a compass, not a cage. ESOPs—and any organization with a strong cultural identity—must balance tradition with adaptability, ensuring that alignment fuels growth rather than holding it back.

Your brand says one thing, but your culture tells a different story—and that disconnect is costing you. When brand and culture don’t align, trust erodes, employees disengage, and customers see right through it. If your company says it’s innovative but still runs on outdated processes, it’s time for a reality check. Misalignment isn’t just a branding issue—it’s a business risk. Let’s talk about the warning signs and how to fix them before they sink your company’s credibility.

When a company has that something—the kind of culture that people feel the moment they walk in—it’s not luck, it’s alignment. But if you don’t define, protect, and scale it with intention, it risks fading away. Culture and brand should move in lockstep—because the best companies don’t just have great cultures, they know how to keep them.

The stories we tell ourselves shape how we see the world—and ourselves. But what if those narratives are outdated? I recently confronted my own fear of failure, only to realize that others saw me as bold and courageous. It made me ask: Why am I still holding onto this old story? Maybe it’s time to rewrite the script.

Culture isn’t just a set of values—it’s a living system shaped by group dynamics. From unspoken norms to power structures and psychological safety, organizations often struggle to shift culture because they overlook the forces that keep behaviors in place. In this blog post, we explore why culture change is so challenging and how leaders can leverage organizational development (OD) insights to drive real transformation. Learn how to surface hidden norms, align leadership, and create psychological safety to build a culture where people thrive. Read more to discover the key to lasting cultural change!

At 150 people, something shifts. Culture—once organic and effortless—starts slipping. Anthropologist Robin Dunbar found that humans can only maintain meaningful relationships with about 150 people before connection weakens. Bill Gore, founder of Gore-Tex, understood this so well that he capped his buildings at 150 employees to preserve trust and collaboration.

Most companies don’t plan for this shift. They scale fast, assuming culture will just keep up. It won’t. If you’re not intentional about designing for connection, your culture won’t evolve—it will erode. Beyond 150, culture doesn’t just happen. It has to be built.

Meetings aren’t just a tool for communication—they are a window into how an organization truly functions. The way meetings are run (or not run) signals what a company values, how decisions get made, and whether employees feel heard, empowered, or drained.

When these systems are misaligned, frustration builds. When they work well, they create clarity, efficiency, and trust.

So before blaming meetings for inefficiency, take a step back. How does your organization work? How does it decide? How does it follow through?

Because meetings are just a reflection of the deeper culture beneath them.

The shift from "Human Resources" to "People & Culture" or "Employee Experience" isn't just semantics—it’s a reflection of how organizations are rethinking the role of HR in shaping the workplace. As employee experience takes center stage, HR is no longer just a compliance function but a driver of engagement, culture, and business success.

This rebranding signals a deeper transformation. Data shows that companies prioritizing employee experience see measurable gains—21% higher profitability and 17% greater productivity, according to Gallup. Yet, renaming HR alone isn’t enough. True impact lies in aligning these changes with strategic investments that empower employees and strengthen culture.

In this post, we explore why this evolution matters and how organizations can turn a symbolic name change into meaningful action. It’s not just about what you call HR—it’s about the value it delivers.

Starting a new job isn’t just about learning your role—it’s about understanding the unspoken rhythms of workplace culture. Culture lives in the way teams communicate, how decisions are made, and what’s truly celebrated. It’s in the space between the policies and the people.

From observing how meetings run to decoding what really gets rewarded, assessing a company’s culture early can set the tone for your success. This blog dives into actionable ways to read the room, ask the right questions, and trust your instincts as you navigate the invisible forces shaping your new workplace. After all, a great culture isn’t just a perk—it’s a foundation for thriving.

As a child, my playtime had a peculiar rule: no toy left behind. I couldn’t just pick one Beanie Baby to play with—every single one had to be involved. Whether I was creating a school for stuffed animals or reenacting a barnyard drama with my 28 tiny horse figurines, every character had a role. Every voice had to be heard.

It wasn’t about fairness in the traditional sense; it was about connection. Leaving one out felt wrong, as if its exclusion disrupted the imaginary ecosystem I was building. Even then, I instinctively understood something that I now know to be true in the adult world: systems work best when everyone has a place and a purpose.

Tired of the same old corporate platitudes wrapped up like holiday gifts? So are we. This year, instead of fake cheer and stale cookies in the breakroom, let’s talk about what really matters: workplaces that don’t leave you emotionally bankrupt.

For small to mid-size manufacturing organizations, success isn’t just about the products you make—it’s about the story you tell and the culture you create. A Brand and Culture Director bridges the gap, aligning your internal culture with your external brand to attract top talent, build trust with customers, and future-proof your business.

Investing in this role isn’t just about marketing or employee engagement—it’s about defining who you are, what you stand for, and how you thrive in a competitive world. Because when your brand and culture align, the possibilities are endless.

Organizational Development has lost its way, fragmented into specialties like change management, learning and development, and employee engagement. But what if OD could reclaim its roots as a holistic function?

In a world driven by consumerism, it’s easy to get swept up in the pursuit of 'more.' Marketing fuels this cycle, feeding a system where success is measured by sales and growth. But deep down, we know that real fulfillment—both personally and professionally—comes from something deeper.

That’s why I turned to Organizational Development. OD is about building human-centered workplaces where people feel valued, connected, and purposeful. It’s a shift from selling products to building cultures that matter, where employees aren’t just assets, but individuals with dreams, values, and potential.

OD isn’t just a career path; it’s a commitment to creating workplaces that prioritize people over profits, connection over consumption. Because when we build better humans, we build a better world.

In the quest to build a vibrant workplace culture, many organizations turn to technology for support. Platforms like Culture Amp, Lattice, and CultureBot promise to enhance employee engagement, boost recognition, and foster inclusivity. But can technology alone create a genuine culture?

While culture tech offers valuable insights and tools for connection, it's not a magic fix. Real culture is built on authentic human interactions and trust. Technology can amplify these efforts, but only when thoughtfully integrated and balanced with the human touch.

So, is culture tech right for your organization? Define your goals, pilot carefully, and always remember: culture starts with people, not platforms.

In a world where emotional intelligence and empathy have become as critical as business acumen, the expectations for leaders are higher than ever. Today's leaders aren’t just driving profits—they are shaping purpose-driven, inclusive cultures that inspire belonging. This shift toward soft leadership reflects the confluence of generational demands, technological transformations, and globalization, where leaders must seamlessly blend empathy with effectiveness.

Leadership now requires emotional intelligence, where traits like self-awareness, empathy, and relationship management foster psychological safety—a cornerstone for innovation and collaboration. Companies that align leadership with inclusive values experience higher employee engagement, a testament to the power of leadership as a cultural architect​.

As organizations rise to meet the evolving bar for culture, leadership must evolve too—balancing performance with human connection to leave a legacy of authenticity and growth. The future belongs to those who understand that the heart of leadership is human.