Employee engagement has become the corporate duct tape slapped on every problem. When morale dips? Run a survey. When turnover spikes? Throw a pizza party. But here’s the real issue: we’re running people so low and denying the human experience of what it means to operate in this weird, chaotic, hybrid workworld while trying to balance All The Things. We’re making people expendable, consuming everything we can from them until they’re burnt to a crisp, and then denying them the tools, resources, and time t...

We don’t need another employee engagement survey or midweek “surprise” pizza party, we need braver leadership.

I wrote HEY GLITTERBOMB for every leader who’s ever been told they’re too loud, too much, or too different.

The ones who felt punished for having opinions, taking up space, or refusing to lead like a cardboard cutout.

That’s the lie so many of us swallowed for too long—and it’s the first one I challenge when I walk onstage.

That’s where I challenge teams to do the exact opposite: to turn up the dial on their too-muchness, together. Because your people don’t need tighter performance plans. They need to feel like there’s room for all of them to show up.

Your employees need to be freed, not fixed.

And when they are? Here’s what happens.

You might find yourself beginning this week by setting resolutions for the year. And if you’ve been here for a while, you know how much I dislike “resolutions” and the hustle-and-hype culture that surrounds them.

If you’re like me, then you may be looking for an alternative plan.

I’ve got you covered.

New year. Same you.

It’s really important to remember that you're not a turkey hoping for a pardon.

You're a human, and you deserve a moment to breathe.

Here’s how you’re gonna do it.

We’re so accustomed to the hustle of DOING that we’ve lost sight of what’s most important, of what kick-started this procedure of accomplishment in the first place.

It’s those moments of misbehaving that glitterbombs are most vulnerable. That’s when the organizational or peer pressure intensifies. That’s when the IIV gets a little louder.

Where do we find comfort in the comeback, without romanticizing the suffering or adversity we’ve experienced? With so much that is out of our control, how do we move beyond certain experiences without losing what makes us special?

It’s my mindset that needs practice and exercise.  I want to figure out ways to ask that are both true to me and that allow me to own the shared experience that I‘m inviting. 

In my change management work, I spend a lot of time talking to employees about what keeps them at their jobs and what motivates them to leave. Much like the Gallup quote above, their answer is almost unanimously leadership-related.

Why do you say yes when you really want to say no? What happens if you:

✨Set boundaries

✨Honor those boundaries

✨Choose yourself

Where can we make little changes to how we dress (or behave, or feel) more like ourselves every day, all day? Because don't little changes become big changes when added together and given time?