When the CEO held a virtual town hall in 2020 and said there needed to be layoffs, I knew I would be one of the first to go because I served zero purpose at that point.
I've always been interested in structure and teamwork. Growing up, I was very active in sport. I wrestled competitively and was ranked in the province. That taught me discipline and the importance of working together towards a common goal.
Recent data from The TalentLMS 2026 L&D Benchmark Report reveals a 19-point perception gap on AI learning support. 83% of HR leaders believe they actively support AI learning, but only 64% of employees agree. This extremely polarized viewpoint raises an uncomfortable question: If leaders are this far off on AI skills support, what else might they be misreading about their teams' capabilities?
To successfully repair after a mistake, you need to acknowledge and name the mistake, validate the other person's feelings and viewpoint, and create a plan for the specific actions you will take to prevent this mistake from occurring again.
I've spent my career straddling the structured discipline of Fortune 500 companies and the entrepreneurial scrappiness of startups. Each side has its strengths. Startups move fast, fueled by creativity and urgency. Corporations scale big, built on systems and predictability. But the future of leadership belongs to those who can bridge the two; leaders who think like founders and lead like CEOs.
When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.
Because leadership today is no longer something you get. It is something you do, repeatedly, consciously, and it is often uncomfortable. Too many people still confuse leadership with promotion. A bigger role. A larger team. A seat at the table. Yet the most consistent leadership failures I observe have little to do with competence, and everything to do with behaviour.
