The transition from a remote or hybrid schedule to full-time office life can be quite an adjustment, whether you’re returning after some time away or stepping into an in-person workplace for the first time. Understanding shared spaces, adapting to new routines and balancing your workload with co-worker interactions all require a shift in one’s mindset.

I’ve previously written about the four steps employees can take to exit their jobs gracefully, but exiting gracefully isn’t just about the employee who leaves. It’s also about how the organization handles that transition. I recently got a great question: “What about the organization? How can leaders exit employees gracefully when they resign?”

Stress and burnout are common among today’s workforce, as professionals often find themselves facing heavier workloads, shifting or unclear expectations and a lack of support.

When a friend becomes your boss—or you become theirs—it can create a challenging dynamic for many professionals.

Reflecting on how one’s work impacts the “big picture” within an organization is often considered the domain of executives and senior leaders. Though middle managers and lower-level employees play vital roles in shaping a company’s success and culture, they aren’t typically encouraged to reflect on their broader impact in the same way.

Read the latest Forbes Coaches Council expert panel on accountability. Follow their advice to refine your practices and create an environment where responsibility and ownership thrive, driving better outcomes for your team.

Even when you’re happily employed, keeping your résumé updated is a smart habit—yet most of us ignore our résumés until we’re ready to hunt for a new job.

Understanding the difference between leadership and management is crucial for anyone looking to excel in guiding a team or advance within an organization.

Strategy is my superpower. Recently, a client inquired about my approach to planning for 2025 and beyond.

One significant organizational challenge we’re observing is that our clients often lack the resources to offer the necessary training for their employees to establish and align their goals with the 2025 strategy.

Some bad boss behaviors, like a boss throwing files at people, are easily recognizable. Other behaviors can be subtle yet harmful. Read more.

Despite the progress the business world has made in boosting women’s representation in leadership, women hoping to move into leadership roles still face significant barriers, from implicit biases to unequal access to opportunities

As 2025 approaches, leaders face new opportunities and challenges in areas such as technology, sustainability and workforce dynamics. Getting ready for shifts in the work environment starts with understanding what’s coming and how it might impact an organization’s business strategy and growth.

Today's leaders are asked not only to bring their whole, vulnerable selves to work and to show empathy, but also to communicate clearly and perform under pressure with grace, determination and confidence, no matter the circumstance.

Over the past year, we’ve coached individuals and teams around everything from creating trusting client relationships, strategic planning, tapping into the five influencing styles, managing projects successfully, and creating the next best version of a team.

Today’s workplace is staffed by professionals from a multitude of generations, from Baby Boomers to Generation Z.

There is increasing demand from employees for more information from their leaders and organizations.

The ability to understand another person’s experiences, emotions and point of view is essential for leaders trying to build relationships with colleagues, team members and clients.

One challenging situation clients face is providing feedback to others.

I once read that more than 40% of the population has public speaking anxiety. I was part of that statistic.