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Pearrm Services LLC

Name: Pearrm Services LLC
Address: Greenwich, CT, 06830, US
Telephone: +12039873306
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11/04/2026

📈 The leadership approach that helped you succeed with five people may not be the one that helps you lead fifty.

I came across this Harvard Business Review article by Julie Zhuo, As Your Team Gets Bigger, Your Leadership Style Has to Adapt, and it reinforces something I’ve seen throughout my career.

As organizations grow, leaders must grow differently, too.

Early in their leadership journey, success often comes from being highly responsive, personally involved, and close to every decision.

Yet as teams expand, those same strengths can become limitations.

🔹 Being accessible cannot mean becoming the bottleneck for every decision.

🔹 Being accountable cannot mean holding on to responsibilities others need to own.

🔹 Being supportive cannot mean protecting managers from the opportunity to develop their judgment.

🔹 Being effective increasingly means creating the conditions for others to succeed.

Through executive coaching and DiSC facilitation, I’ve seen how often capable leaders continue relying on behaviors that worked at an earlier stage of their careers.

The challenge isn’t that those behaviors were wrong.

It’s that the leadership assignment has changed.

💡 This is why leadership development and succession planning must go beyond identifying high performers. We need to prepare people to lead at the next level of complexity.

That requires intentional development, feedback, self-awareness, and the willingness to lead differently.

A question for leaders: What is one leadership habit you’ve had to change as your responsibilities grew?

📖

11/03/2026

🗳️ When politics follows people into the workplace, how should leaders respond?

Last week, I had the opportunity to join the SHRM Civility Call Series, hosted by Bob Feldman of Duke University's The Dialogue Project, for a timely conversation about navigating political tensions in the workplace.

💡 My biggest takeaway
Most organizations don't need a new election playbook. They need to consistently apply the leadership principles, policies, and practices they already have.

Here are three perspectives I shared:
🔹 1️⃣ Consistency matters more than the topic.
Whether the disagreement involves politics, religion, or even a sports rivalry, leaders need to focus on workplace behavior, not personal beliefs.
The standard for respectful conduct shouldn't change based on the subject. Consistency helps prevent everyday tensions from escalating into employee relations concerns.

🔹 2️⃣ Two-way communication requires more than an open-door policy.
Telling employees to "share your concerns" isn't enough.
Be specific. Can they speak with their manager? HR? Another member of the leadership team?
Employees need multiple trusted channels, especially when their concern involves the person they report to.
And leaders must be prepared to listen and respond.

🔹 3️⃣ Leaders don't always know what they don't know.
The executive team's perception of workplace culture isn't necessarily the employee experience.

📊 Surveys provide valuable insights.
- Skip-level conversations, listening sessions, and informal engagement reveal what the data alone may miss.
If leaders only hear from their direct reports, they're getting an incomplete picture.

- One additional reminder: When uncertainty creates anxiety, ensure employees know how to access existing support resources, including confidential Employee Assistance Programs (EAPs).

Here's what I hope leaders remember:
Civility isn't built during election week.
It's built through the trust you establish, the behaviors you reinforce, and the culture you shape throughout the year.
And when external pressures enter the workplace, that culture gets tested.

💬 For my fellow leaders: How are you preparing managers to navigate difficult conversations while maintaining trust, respect, and business continuity?

Thank you to Bob Feldman, The Dialogue Project at Duke University, SHRM, and my fellow panelists for an engaging and thoughtful conversation. Ryann DuRant Charles Sipkins

11/03/2026

🗳️ When politics follows people into the workplace, how should leaders respond?

Last week, I had the opportunity to join the SHRM Civility Call Series, hosted by Bob Feldman of Duke University’s The Dialogue Project, for a timely conversation about navigating political tensions in the workplace.

💡 My biggest takeaway
Most organizations don’t need a new election playbook. They need to consistently apply the leadership principles, policies, and practices they already have.

Here are three perspectives I shared:
🔹 1️⃣ Consistency matters more than the topic.
The standard for respectful conduct shouldn’t change based on the subject.

🔹 2️⃣ Two-way communication requires more than an open-door policy.
Telling employees to “share your concerns” isn’t enough.

🔹 3️⃣ Leaders don’t always know what they don’t know.
The executive team’s perception of workplace culture isn’t necessarily the employee experience.

📊 Surveys provide valuable insights.
- Skip-level conversations, listening sessions, and informal engagement reveal what the data alone may miss.
If leaders only hear from their direct reports, they’re getting an incomplete picture.

- One additional reminder: When uncertainty creates anxiety, ensure employees know how to access existing support resources, including confidential Employee Assistance Programs (EAPs).

Here’s what I hope leaders remember:
Civility isn’t built during election week.
It’s built through the trust you establish, the behaviors you reinforce, and the culture you shape throughout the year.
And when external pressures enter the workplace, that culture gets tested.

💬 For my fellow leaders: How are you preparing managers to navigate difficult conversations while maintaining trust, respect, and business continuity?

Thank you to Bob Feldman, The Dialogue Project at Duke University, SHRM, and my fellow panelists for an engaging and thoughtful conversation. Ryann DuRant Charles Sipkins

WorkplaceCulture EmployeeExperience

10/29/2026

"The long-term CEO is disappearing."

That line from Teneo’s new research, based on interviews with 42 directors across the U.S., UK and Canada, is powerful.

Succession has always been the board's most important decision. What's changing is the target. The leader a company needs in five years may look nothing like the one it needs today.

Three shifts stood out:

1️⃣ Start with the future business, not the role.
Traditional succession begins with a fixed job spec. The better starting point is where the company is going and what leadership that will require. When the strategy changes, the spec and the pipeline have to change with it.

2️⃣ Look at the person behind the résumé.
Boards are giving more weight to judgment, adaptability and performance under pressure than to credentials. That calls for evidence, not impressions.

3️⃣ Look earlier and further down.
Mapping the market shows who is available today. The harder question is whether you're building the pipeline you'll need tomorrow, well below the C-suite.

🔹 FROM THE BOARDROOM SIDE

As a former CHRO, and as a nonprofit board director with compensation-committee experience, I've seen this gap firsthand. The succession plans were thorough on names yet built for the business as it was.

That's why I created Succession Architecture™. It treats succession as enterprise continuity and leadership risk, governed by the board, not handed off as an HR event.

One more finding I'm taking to heart: the average U.S. director now brings 3.5 areas of expertise, up from under 3 in 2010. Boards want "utility players." My own range covers human capital, benefits strategy, succession and family-business governance, and I'm rethinking how I tell that story.

Three questions every board should be able to answer:
▸ How early are we building visibility into potential successors, inside and outside the company?
▸ How far below the C-suite does our view of future leaders extend?
▸ What evidence do we have of how those successors perform under pressure?

Which one is hardest for your board to answer today?

10/29/2026

“The long-term CEO is disappearing.”

That line from Teneo’s new research, based on interviews with 42 directors across the U.S., UK and Canada, is powerful.

Succession has always been the board’s most important decision. What’s changing is the target. The leader a company needs in five years may look nothing like the one it needs today.

Three shifts stood out: https://lnkd.in/eXxtS4Hy

1️⃣ Start with the future business, not the role.
Traditional succession begins with a fixed job spec. The better starting point is where the company is going and what leadership that will require. When the strategy changes, the spec and the pipeline have to change with it.

2️⃣ Look at the person behind the résumé.
Boards are giving more weight to judgment, adaptability and performance under pressure than to credentials. That calls for evidence, not impressions.

3️⃣ Look earlier and further down.
Mapping the market shows who is available today. The harder question is whether you’re building the pipeline you’ll need tomorrow, well below the C-suite.

🔹 FROM THE BOARDROOM SIDE

As a former CHRO, and as a nonprofit board director with compensation-committee experience, I’ve seen this gap firsthand. The succession plans were thorough on names yet built for the business as it was.

That’s why I created Succession Architecture™. It treats succession as enterprise continuity and leadership risk, governed by the board, not handed off as an HR event.

One more finding I’m taking to heart: the average U.S. director now brings 3.5 areas of expertise, up from under 3 in 2010. Boards want “utility players.” My own range covers human capital, benefits strategy, succession and family-business governance, and I’m rethinking how I tell that story.

Harvard Business School

10/28/2026

🔥 Passion should fuel us, not consume us.

I am deeply passionate about employee wellbeing and creating workplaces where people can thrive. However passion, even when rooted in purpose, can come at a cost when we lose sight of our own wellbeing.

An insightful Psychology Today article by Anna Sverdlik, PhD explores two types of passion:

💚 Harmonious passion enriches our lives while leaving room for relationships, rest, and other priorities.

🔥 Obsessive passion can become all-consuming, negatively affecting our wellbeing, relationships, and performance.

This distinction matters tremendously in the workplace.

We often celebrate leaders who give everything to their work. Yet sustainable leadership isn’t about how much of ourselves we’re willing to sacrifice. It’s about creating meaningful impact without sacrificing our health or humanity.

💭 My POV: Employee wellbeing and organizational performance should never be competing priorities. Leaders have a responsibility to model that belief, not simply promote it.

A special thank you to Shannon Salentine MPH, PCC, CPCC for sharing this thought-provoking article in her Weekend Boost newsletter. Her reminder to tend the flame while taking good care of ourselves resonated with me.

What if we measured leadership commitment not by how much we sacrifice, but by how sustainably we contribute?

Full article on Psychology Today

10/28/2026

🔥 Passion should fuel us, not consume us.

I am deeply passionate about employee wellbeing and creating workplaces where people can thrive. However passion, even when rooted in purpose, can come at a cost when we lose sight of our own wellbeing.

An insightful Psychology Today article by explores two types of passion:

💚 Harmonious passion enriches our lives while leaving room for relationships, rest, and other priorities.

🔥 Obsessive passion can become all-consuming, negatively affecting our wellbeing, relationships, and performance.

This distinction matters tremendously in the workplace.

We often celebrate leaders who give everything to their work. Yet sustainable leadership isn’t about how much of ourselves we’re willing to sacrifice. It’s about creating meaningful impact without sacrificing our health or humanity.

💭 My POV: Employee wellbeing and organizational performance should never be competing priorities. Leaders have a responsibility to model that belief, not simply promote it.

A special thank you to Shannon Salentine MPH, PCC for sharing this thought-provoking article in her Weekend Boost newsletter. Her reminder to tend the flame while taking good care of ourselves resonated with me.

What if we measured leadership commitment not by how much we sacrifice, but by how sustainably we contribute?

10/27/2026

Some leadership experiences remind you exactly why you love the work you do.
This was one of them.

Nearly 30 directors.
Different personalities, perspectives, and leadership styles.
Yet what stood out most was the genuine willingness to understand one another.

After three decades in HR and leadership development, I can say this was one of the most engaged, thoughtful, and collaborative leadership teams I’ve had the privilege of working with.

Everyone leaned in.

The most effective leaders recognize when someone else needs something different from them. That’s where awareness becomes adaptability, and adaptability strengthens leadership.

None of this happens by accident.

It starts with the right partner in the room.

Chris Curtin has a rare gift. He helps leadership teams step back, name what is actually slowing them down, and think through practical ways to remove those blockers so the business can move forward. He brings clarity to complex conversations and makes it safe for leaders to be honest about what needs to change.

What Chris has built through Connected Approach and Leadership Center Connecticut is something special: a place where leaders do the real work of growing together.

If your team is ready to move from friction to momentum, Chris is the person to call: https://theconnectedapproach.com/about-us/

Chris, thank you for your trust and for the opportunity to collaborate. I thoroughly enjoyed being part of it, and I look forward to what’s next.

Swipe to check out Chris’ post on LinkedIn

10/27/2026

Some leadership experiences remind you exactly why you love the work you do.
This was one of them.

Nearly 30 directors.
Different personalities, perspectives, and leadership styles.
Yet what stood out most was the genuine willingness to understand one another.

After three decades in HR and leadership development, I can say this was one of the most engaged, thoughtful, and collaborative leadership teams I’ve had the privilege of working with.

Everyone leaned in.

The most effective leaders recognize when someone else needs something different from them. That’s where awareness becomes adaptability, and adaptability strengthens leadership.

None of this happens by accident.

It starts with the right partner in the room.

Chris Curtin has a rare gift. He helps leadership teams step back, name what is actually slowing them down, and think through practical ways to remove those blockers so the business can move forward. He brings clarity to complex conversations and makes it safe for leaders to be honest about what needs to change.

What Chris has built through Connected Approach and Leadership Center Connecticut is something special: a place where leaders do the real work of growing together.

If your team is ready to move from friction to momentum, Chris is the person to call.

Chris, thank you for your trust and for the opportunity to collaborate. I thoroughly enjoyed being part of it, and I look forward to what’s next.

Check out Chris’ post on LinkedIn

10/22/2026

The future of work may be powered by technology, yet the future of leadership must remain deeply human.

I’m excited to join an incredible lineup of thought leaders at the World Business Forum NYC, hosted by WOBI | Inspiring Ideas, on November 5!

My session, “Designing Workplaces Where People Thrive — Human-Centered Leadership in the Age of AI,” explores how leaders can create environments where people feel safe to contribute, connected to purpose, and empowered to thrive alongside emerging technology.

🗣️Innovation means little if we lose sight of the people behind it.

WOBI has generously provided me with a limited number of complimentary guest registrations!

DM me for a complimentary registration code. I’d love to see you there!

📅 November 5 | 9:15–10:00 AM
📍 World Business Forum | NYC

https://wobi.us/breakout-stages-nyc/

Address

Greenwich, CT
06830

Opening Hours

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm
Saturday	9am - 2pm

Telephone

+12039873306

Website

http://Pearrm.com/, https://www.youtube.com/watch?v=mUmbXNntvp4

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