McRea Consulting, Seattle, WA (2026)

09/28/2026

A strong and varied base of revenue will always be foundational to a sustainable nonprofit organization.

When an organization relies heavily on one source of funding, that funding can feel like a tremendous blessing, and it is. But when policies, priorities, or budgets change, what once felt stable can suddenly become uncertain.

That’s why I believe funding diversification isn’t simply a fundraising strategy. 𝗜𝘁’𝘀 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆.

The organizations that are best positioned to weather uncertainty are the ones that build relationships and resilience 𝘣𝘦𝘧𝘰𝘳𝘦 they need them.

A few things really stood out to me:

✅ 𝗧𝗲𝗹𝗹 𝘆𝗼𝘂𝗿 𝘀𝘁𝗼𝗿𝘆, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘆𝗼𝘂𝗿 𝘀𝘁𝗮𝘁𝗶𝘀𝘁𝗶𝗰𝘀.
Data demonstrates impact, but people connect with the human stories behind those numbers. Donors want to understand the problem you’re solving, why your mission matters, and what their investment can make possible.

✅ 𝗟𝗼𝗼𝗸 𝗮𝗿𝗼𝘂𝗻𝗱 𝘆𝗼𝘂 𝗳𝗶𝗿𝘀𝘁.
Some of your best opportunities may already be within your network. Board members, volunteers, community partners, staff, and existing supporters can be powerful connectors to new relationships.

✅ 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗰𝗿𝗶𝘀𝗶𝘀.
Don’t wait until funding disappears to start talking to donors. 𝘊𝘰𝘯𝘴𝘪𝘴𝘵𝘦𝘯𝘵 𝘦𝘯𝘨𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘤𝘳𝘦𝘢𝘵𝘦𝘴 𝘵𝘳𝘶𝘴𝘵 𝘢𝘯𝘥 𝘵𝘳𝘶𝘴𝘵 𝘮𝘢𝘵𝘵𝘦𝘳𝘴 𝘮𝘰𝘴𝘵 𝘸𝘩𝘦𝘯 𝘤𝘪𝘳𝘤𝘶𝘮𝘴𝘵𝘢𝘯𝘤𝘦𝘴 𝘨𝘦𝘵 𝘥𝘪𝘧𝘧𝘪𝘤𝘶𝘭𝘵.

✅ 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝗳𝗶𝗲𝗱 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼.
Individual donors, corporate partners, foundations, and community giving can all have a place. No single source should have to carry the entire organization. Diversification creates options, and options create resilience.

What I appreciate most about this perspective is that it doesn’t suggest starting over. 𝘐𝘵’𝘴 𝘢𝘣𝘰𝘶𝘵 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘰𝘯 𝘵𝘩𝘦 𝘧𝘰𝘶𝘯𝘥𝘢𝘵𝘪𝘰𝘯 𝘺𝘰𝘶 𝘢𝘭𝘳𝘦𝘢𝘥𝘺 𝘩𝘢𝘷𝘦.

If you’ve successfully secured federal funding, you’ve already demonstrated credibility, discipline, and the ability to deliver results. Those strengths don’t disappear when the funding landscape changes. They become part of the foundation you build upon.

To me, this is ultimately about more than fundraising.

It’s about having the foresight to ask, “𝘞𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘴 𝘪𝘧 𝘵𝘩𝘪𝘯𝘨𝘴 𝘤𝘩𝘢𝘯𝘨𝘦?” and having the relationships, culture, and strategy in place to respond when they do.

We can’t always control what happens around us.

𝗕𝘂𝘁 𝘄𝗲 𝗰𝗮𝗻 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝗵𝗼𝘄 𝗽𝗿𝗲𝗽𝗮𝗿𝗲𝗱 𝘄𝗲 𝗮𝗿𝗲 𝘁𝗼 𝗻𝗮𝘃𝗶𝗴𝗮𝘁𝗲 𝗶𝘁. 🤝

Rochelle Jerry, CFRM, answers a reader’s question about pivoting from relying on federal funding to mission-aligned private donors.

09/15/2026

I’ve had countless conversations with leaders trying to figure out the same thing: "Office, remote, or hybrid?”

And underneath it all is often another question:

𝘞𝘩𝘢𝘵 𝘸𝘪𝘭𝘭 𝘮𝘢𝘬𝘦 𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘮𝘰𝘳𝘦 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘦, 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘦𝘥, 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘪𝘷𝘦 𝘢𝘯𝘥 𝘦𝘮𝘱𝘰𝘸𝘦𝘳𝘦𝘥?

But what if we asked something a little different?

𝗪𝗵𝗮𝘁 𝗱𝗼 𝘆𝗼𝘂𝗿 𝗽𝗲𝗼𝗽𝗹𝗲 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝘀𝘁 𝘄𝗼𝗿𝗸 𝗮𝗻𝗱 𝘀𝗵𝗼𝘄 𝘂𝗽 𝗮𝘀 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝘀𝘁 𝘀𝗲𝗹𝘃𝗲𝘀?

𝘛𝘩𝘢𝘵 𝘴𝘮𝘢𝘭𝘭 𝘴𝘩𝘪𝘧𝘵 𝘤𝘩𝘢𝘯𝘨𝘦𝘴 𝘵𝘩𝘦 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯.

The answer isn’t going to be the same for every organization, every team, or every person.

Some work is better when we’re together. Some requires uninterrupted focus. Some people thrive on the energy and connection of an office, while others do their best thinking with flexibility and autonomy.

And when someone is struggling, the answer isn’t always “𝘣𝘳𝘪𝘯𝘨 𝘵𝘩𝘦𝘮 𝘣𝘢𝘤𝘬 𝘵𝘰 𝘵𝘩𝘦 𝘰𝘧𝘧𝘪𝘤𝘦.”

Maybe they need clearer expectations. More support. Better coaching. More connection. Or simply an environment that better supports the way they work best.

So rather than creating a blanket policy, what if we were a more curious?

💬 Where do you do your best work?
💬 What helps you feel connected?
💬 What gets in the way of your success?
💬 What does meaningful flexibility look like for you?

And then, 𝘮𝘰𝘴𝘵 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵𝘭𝘺, what if we actually listened to the answers?

The article I’m sharing offers 16 perspectives on choosing the right workplace model, but this is the idea that stayed with me:

𝗧𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘄𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 𝗺𝗼𝗱𝗲𝗹 𝗶𝘀𝗻’𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗮𝗯𝗼𝘂𝘁 𝗮 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴.

It’s about trust, connection, clarity, equity, flexibility, and performance. And those things don’t happen by accident. They have to be intentionally designed.

Maybe the conversation isn’t really about remote vs. hybrid vs. in-office. Maybe it’s about something much more human:

𝗪𝗵𝗮𝘁 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁 𝗮𝗹𝗹𝗼𝘄𝘀 𝘁𝗵𝗲𝘀𝗲 𝗽𝗮𝗿𝘁𝗶𝗰𝘂𝗹𝗮𝗿 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗼 𝘁𝗵𝗿𝗶𝘃𝗲?

Getting there takes listening. It takes trust. And it takes a willingness to experiment, learn, and adapt along the way.

💬 𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘺𝘰𝘶 𝘭𝘦𝘢𝘳𝘯𝘪𝘯𝘨 𝘢𝘣𝘰𝘶𝘵 𝘩𝘰𝘸 𝘺𝘰𝘶𝘳 𝘱𝘦𝘰𝘱𝘭𝘦 𝘥𝘰 𝘵𝘩𝘦𝘪𝘳 𝘣𝘦𝘴𝘵 𝘸𝘰𝘳𝘬?

And perhaps the bigger question is:

Are you designing your workplace around what people need to thrive—or around what you’ve always done?

The right environment—whether brick-and-mortar, remote, or hybrid—can make the difference between a team that struggles and a team that thrives.

08/04/2026

𝗪𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀𝗻’𝘁 𝗮 𝗽𝗲𝗿𝗸, 𝗜𝘁’𝘀 𝗮 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗵𝗲𝗮𝗹𝘁𝗵, 𝘄𝗲𝗹𝗹-𝗯𝗲𝗶𝗻𝗴 𝗮𝗻𝗱 𝘀𝘂𝗰𝗰𝗲𝘀𝘀.

We spend more of our waking hours at work than almost anywhere else. So it’s no surprise that workplace culture impacts far more than productivity—it impacts and effects our physical health, mental well-being, relationships, and ability to thrive and grow.

Too often, we focus on helping people recover from stress, or try to quick-fix it.

But what if we designed workplaces intentionally that created less of stress in the first place?

A recent article highlighted several reminders that every leader should be paying attention to:

✅ 𝗕𝗲𝗹𝗼𝗻𝗴𝗶𝗻𝗴 𝗶𝘀𝗻’𝘁 𝗮 𝗽𝗿𝗼𝗴𝗿𝗮𝗺—it’s a daily practice. People who feel connected, valued, and included are more likely to contribute, collaborate, and care for one another. And I’ll add that it isn’t an outcome, but needs to be infused as an ongoing necessity.

✅ 𝗧𝗿𝘂𝘀𝘁 𝗮𝗻𝗱 𝗳𝗮𝗶𝗿𝗻𝗲𝘀𝘀 𝗺𝗮𝘁𝘁𝗲𝗿. Organizational justice isn't just about having policies—it's about whether people experience those policies as respectful, transparent, and equitable.

✅ 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀 𝗮𝗿𝗲 𝗮𝗻 𝗮𝘀𝘀𝗲𝘁. High-performing teams don't succeed because everyone works the same way. They succeed because leaders and recognize and purposefully different strengths, motivations, and perspectives, and create space for all of them.

✅ 𝗦𝗲𝗲 𝘁𝗵𝗲 𝘄𝗵𝗼𝗹𝗲 𝗽𝗲𝗿𝘀𝗼𝗻. When people don't have to hide parts of themselves, psychological safety grows. Confidence grows. Energy grows. Engagement and pride follows.

✅ 𝗕𝘂𝗶𝗹𝗱 𝘄𝗲𝗹𝗹𝗻𝗲𝘀𝘀 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸𝗱𝗮𝘆. Healthy cultures aren't created through one wellness week or an occasional lunch-and-learn. They're built through consistent habits, realistic expectations, healthy boundaries, and leaders who model what sustainability and capacity actually look like.

Healthy workplace cultures don't happen by accident.

They are intentionally built through trust, belonging, psychological safety, and the courage to see people as humans—not just employees.

And here's the best part: those same qualities don't just improve well-being.

They improve performance and increase success.

When people feel safe, supported, and connected, innovation increases. Collaboration deepens. Retention improves. Culture becomes a competitive advantage, not because people are working harder, but because they're able to do their best work together.

💬 I'd encourage you to reflect on this:

If someone joined your team tomorrow, what would they experience first, pressure or belonging?

Workplace cultures get healthier when trust, fairness, and belonging are built into daily routines, and people are treated as real humans with unique

06/12/2026

Often times leadership can feel lonely.
Not because there aren't people beside you—𝘣𝘶𝘵 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘴𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘮𝘦𝘢𝘯𝘴 𝘴𝘪𝘵𝘵𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘶𝘯𝘤𝘦𝘳𝘵𝘢𝘪𝘯𝘵𝘺 𝘢𝘯𝘥 𝘮𝘢𝘬𝘪𝘯𝘨 𝘵𝘩𝘦 𝘣𝘦𝘴𝘵 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯 𝘵𝘩𝘢𝘵 𝘺𝘰𝘶 𝘤𝘢𝘯.

In those moments, where do you turn?

A recent article on values-based leadership offered an important reminder:
𝗢𝘂𝗿 𝗰𝗼𝗿𝗲 𝘃𝗮𝗹𝘂𝗲𝘀 𝗰𝗮𝗻 𝗯𝗲𝗰𝗼𝗺𝗲 𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝘀𝘀.

These aren't values written on a website. Or the values that we think we should have.
𝗖𝗼𝗿𝗲 𝘃𝗮𝗹𝘂𝗲𝘀 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗱𝗲𝗲𝗽𝗹𝘆 𝗵𝗲𝗹𝗱 𝗯𝗲𝗹𝗶𝗲𝗳𝘀 𝘁𝗵𝗮𝘁 𝘀𝗵𝗮𝗽𝗲 𝗵𝗼𝘄 𝘄𝗲 𝘀𝗵𝗼𝘄 𝘂𝗽, 𝗵𝗼𝘄 𝘄𝗲 𝘁𝗿𝗲𝗮𝘁 𝗽𝗲𝗼𝗽𝗹𝗲, 𝗮𝗻𝗱 𝗵𝗼𝘄 𝘄𝗲 𝗺𝗮𝗸𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘄𝗵𝗲𝗻 𝘁𝗵𝗶𝗻𝗴𝘀 𝗮𝗿𝗲 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻.

What I found particularly interesting is the idea that many of us define our values with single words:

• Integrity
• Trust
• Family
• Respect

𝘈𝘭𝘭 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵.

But when leadership gets difficult, those words can feel too broad to guide us.
Research suggests that we turn values into actions instead.

For example:

✨ Build Trusting Relationships
✨ Show Up for Others
✨ Lead with Courage
✨ Choose Curiosity Over Judgment

Those phrases tell us something about how we want to move through the world.
And when the pressure is on, they can help us make decisions that feel aligned with who we are—not just what is expedient.

I've seen this repeatedly in my work with leaders. People don't always agree with difficult decisions.
But they are much more likely to trust leaders who communicate openly, act consistently, and lead from a place of authenticity.

𝘛𝘳𝘶𝘴𝘵 𝘪𝘴 𝘣𝘶𝘪𝘭𝘵 𝘸𝘩𝘦𝘯 𝘱𝘦𝘰𝘱𝘭𝘦 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘯𝘰𝘵 𝘰𝘯𝘭𝘺 𝘸𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘦𝘥, 𝘣𝘶𝘵 𝘵𝘩𝘦 𝘷𝘢𝘭𝘶𝘦𝘴 𝘵𝘩𝘢𝘵 𝘪𝘯𝘧𝘰𝘳𝘮𝘦𝘥 𝘵𝘩𝘦 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯.

So perhaps the question isn't:

"What should I do?"
Maybe the question is:
"Who do I want to be while I do it?"

𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆.
𝗜𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗵𝗮𝗿𝗮𝗰𝘁𝗲𝗿.

𝘐𝘵'𝘴 𝘢𝘣𝘰𝘶𝘵 𝘢𝘭𝘪𝘨𝘯𝘪𝘯𝘨 𝘰𝘶𝘳 𝘢𝘤𝘵𝘪𝘰𝘯𝘴 𝘸𝘪𝘵𝘩 𝘰𝘶𝘳 𝘷𝘢𝘭𝘶𝘦𝘴, 𝘦𝘴𝘱𝘦𝘤𝘪𝘢𝘭𝘭𝘺 𝘸𝘩𝘦𝘯 𝘪𝘵'𝘴 𝘥𝘪𝘧𝘧𝘪𝘤𝘶𝘭𝘵.

And it's about creating workplaces where people know what we stand for—not because we say it, but because they experience it.

💬 What value guides you when leadership feels uncertain? And is it clear enough to help you make the hard decisions?

I'd love to hear your thoughts.

Discover how defining and living by your personal core values can inform authentic leadership decisions and provide a strong foundation to build lasting trust.

06/04/2026

I think many people can relate to this feeling:

That moment when a request for updates, metrics, or justification suddenly feels less like support—and more like surveillance.

Not because accountability is bad. In fact, Brené Brown emphasizes that true accountability is a courageous and compassionate practice — one rooted in growth, trust, and integrity, rather than shame or blame.

But when people constantly feel evaluated, second-guessed, or pressured to repeatedly prove their worth, something begins to shift.
People stop creating and start protecting themselves. And over time, that kind of culture erodes trust.

One of the most important points discussed in this article connects directly to psychological safety and trust-based leadership:
𝗣𝗲𝗼𝗽𝗹𝗲 𝗱𝗼 𝘁𝗵𝗲𝗶𝗿 𝗯𝗲𝘀𝘁 𝘄𝗼𝗿𝗸 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝗳𝗲𝗲𝗹 𝘀𝗮𝗳𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗲—not when they feel like they’re constantly on trial.

And perhaps most importantly—people feel like they matter, even on the days when they’re not operating at 110%.

That’s not lowering expectations.
𝗧𝗵𝗮𝘁’𝘀 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗻𝗱𝗶𝘁𝗶𝗼𝗻𝘀 𝗳𝗼𝗿 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝘀𝘂𝗰𝗰𝗲𝘀𝘀, 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗶𝘁𝘆, 𝗮𝗻𝗱 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻.

As leaders, the questions we ask shape culture.

“Why didn’t this get done?”
lands very differently than:
“What got in the way?”

One creates fear.
The other creates trust.

💬 What helps you feel genuinely trusted and supported at work?
DM me- Let’s talk about how we create workplaces where people can stop performing for survival—and start contributing with confidence, honesty, and care.

Start from trust, stop the threats, and watch well-being rise.

05/21/2026

When people feel genuinely seen, valued, and connected at work, something powerful shifts.

They begin to relax into themselves.
They feel safer taking creative risks.
They connect more deeply with the people around them.
And perhaps most importantly—they want to stay.

𝗕𝘂𝘁 𝘄𝗵𝗲𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝗳𝗲𝗲𝗹 𝗲𝘅𝗰𝗹𝘂𝗱𝗲𝗱, 𝗶𝘀𝗼𝗹𝗮𝘁𝗲𝗱, 𝗼𝗿 𝘂𝗻𝘀𝗲𝗲𝗻?
The opposite happens.
Stress rises. Trust erodes. Innovation stalls. People begin protecting themselves instead of contributing fully.

One of the most important takeaways from this article is that belonging is not about surface-level culture perks or buzzwords. It’s about creating environments where people feel:
✔️ Safe
✔️ Valued
✔️ Heard
✔️Respected
✔️Connected

The impact is measurable.

Research highlighted in the article found that a strong sense of belonging was linked to:
• 56% increase in job performance
• 50% reduction in turnover risk
• 75% decrease in sick days

That’s not “soft leadership.”
That’s organizational sustainability.

𝘚𝘰 𝘩𝘰𝘸 𝘥𝘰 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘤𝘳𝘦𝘢𝘵𝘦 𝘣𝘦𝘭𝘰𝘯𝘨𝘪𝘯𝘨?

A few practices stood out to me:
• Making space for all voices—not just the loudest ones
• Encouraging honest dialogue and meaningful feedback loops
• Building mentoring and support systems to reduce isolation
• Following through on employee feedback instead of simply collecting it

𝗧𝗵𝗶𝘀 𝗽𝗮𝗿𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗮𝘁𝘁𝗲𝗿𝘀:
𝗣𝗲𝗼𝗽𝗹𝗲 𝗱𝗼𝗻’𝘁 𝗻𝗲𝗲𝗱 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲𝘀.
𝗧𝗵𝗲𝘆 𝗻𝗲𝗲𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘄𝗵𝗼 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝗰𝗮𝗿𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝗹𝗶𝘀𝘁𝗲𝗻, 𝗿𝗲𝘀𝗽𝗼𝗻𝗱, 𝗮𝗻𝗱 𝗰𝗿𝗲𝗮𝘁𝗲 𝘀𝗽𝗮𝗰𝗲 𝗳𝗼𝗿 𝗮𝘂𝘁𝗵𝗲𝗻𝘁𝗶𝗰𝗶𝘁𝘆.

Belonging isn’t about everyone being the same.
It’s about people feeling safe enough to be themselves.

Especially for women, marginalized employees, and those navigating spaces where they’ve historically felt excluded, belonging can be the difference between thriving and quietly disengaging.

𝗪𝗼𝗿𝗸 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗺𝗼𝘃𝗲 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝘁𝗿𝘂𝘀𝘁.

𝘈𝘯𝘥 𝘵𝘳𝘶𝘴𝘵 𝘪𝘴 𝘣𝘶𝘪𝘭𝘵 𝘸𝘩𝘦𝘯 𝘱𝘦𝘰𝘱𝘭𝘦 𝘧𝘦𝘦𝘭 𝘴𝘦𝘦𝘯, 𝘴𝘶𝘱𝘱𝘰𝘳𝘵𝘦𝘥, 𝘢𝘯𝘥 𝘷𝘢𝘭𝘶𝘦𝘥—not just for what they produce, but for who they are.

💬 What’s one thing your organization is doing well right now to create belonging? And where is there still room to grow?

Let's discuss how workplace belonging drives entrepreneurial success and the ways in which leaders can foster and encourage it.

04/09/2026

A record number of mothers with young children are leaving the workforce. Among women with children under five, labor force participation dropped 2.8 percentage points in just six months — the steepest decline in four decades.

That statistic isn’t just a number.

It’s late-night budget conversations at kitchen tables.
It’s daycare calls during meetings.
It’s the quiet exhaustion of trying to be fully present in two places at once.

Most working mothers I know aren’t stepping back because they lack drive or capability. They’re stepping back because the cost — emotionally, logistically, physically — has become too high.

So today feels less like a celebration and more like an invitation.

An invitation for leaders to pause and ask:

Are we building workplaces where caregivers can actually breathe?

A true care-centered culture might look like:
🔹 𝗧𝗿𝘂𝘀𝘁𝗶𝗻𝗴 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 𝗼𝘃𝗲𝗿 𝗼𝗽𝘁𝗶𝗰𝘀.
Not equating commitment with constant visibility. Not confusing busyness with impact.
🔹 𝗣𝗮𝘆𝗶𝗻𝗴 𝗮𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝘁𝗼 𝘁𝗵𝗲 𝗺𝗼𝘁𝗵𝗲𝗿𝗵𝗼𝗼𝗱 𝗽𝗲𝗻𝗮𝗹𝘁𝘆.
Making sure pay, promotions, and opportunities don’t quietly shrink after someone has a child.
🔹 𝗣𝗿𝗼𝘁𝗲𝗰𝘁𝗶𝗻𝗴 𝗳𝗼𝗰𝘂𝘀 𝗮𝗻𝗱 𝗲𝗻𝗲𝗿𝗴𝘆.
So deep work doesn’t only happen at 5am before the house wakes up or at 10pm after everyone is asleep.
🔹 𝗡𝗼𝗿𝗺𝗮𝗹𝗶𝘇𝗶𝗻𝗴 𝗹𝗶𝗳𝗲.
Sick kids. School performances. Childcare gaps. These aren’t inconveniences — they’re part of being human.
🔹 𝗠𝗼𝗱𝗲𝗹𝗶𝗻𝗴 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝘄𝗶𝘁𝗵 𝗰𝗼𝘂𝗿𝗮𝗴𝗲.
When leaders step away for family without apology, they give others permission to do the same.

A culture of care doesn’t mean lowering the bar.

It means recognizing that people do their best work when they aren’t living in constant tension between who they are at home and who they are at work.

There is no such thing as “doing it all.”
And no mother should feel like she has to prove her worth twice — once as a parent, and once as a professional.

Today, I’m thinking about the working moms carrying more than anyone sees.

And I’m thinking about the leaders who have the power to make it just a little lighter.

💡What’s one way your organization can show real care — not just in policy, but in practice?

Because culture is built in the small, daily choices we make to honor both performance and humanity.

https://time.com/charter/7316973/how-to-address-the-crisis-for-working-moms/

Advice from experts for National Working Parents Day.

04/01/2026

𝗧𝗿𝘂𝘀𝘁 𝗶𝗻 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗲𝗿𝗼𝗱𝗶𝗻𝗴 — 𝗮𝗻𝗱 𝗯𝘂𝗿𝗻𝗼𝘂𝘁 𝗺𝗮𝘆 𝗯𝗲 𝗽𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗿𝗲𝗮𝘀𝗼𝗻 𝘄𝗵𝘆.

A new report from the FranklinCovey Institute highlights a growing gap between the kind of leadership organizations need right now and what many employees are actually experiencing.
Several findings invite reflection:

• Only 𝟳% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 are seen as balancing 𝗵𝗶𝗴𝗵 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗵𝗶𝗴𝗵 𝗰𝗮𝗿𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲𝗶𝗿 𝗽𝗲𝗼𝗽𝗹𝗲
• Just 𝟰𝟯% 𝗼𝗳 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝘀𝗮𝘆 𝘁𝗵𝗲𝘆 𝘁𝗿𝘂𝘀𝘁 𝘁𝗵𝗲𝗶𝗿 𝗹𝗲𝗮𝗱𝗲𝗿
• 𝗧𝘄𝗼 𝗼𝘂𝘁 𝗼𝗳 𝘁𝗵𝗿𝗲𝗲 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 report low confidence in leadership overall
• And 𝟲𝟮% 𝘀𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝘁𝘆𝗹𝗲𝘀 𝗳𝗲𝗲𝗹 𝗼𝘂𝘁𝗱𝗮𝘁𝗲𝗱

At the same time, leaders themselves are carrying an extraordinary amount of pressure.

Constant disruption.
Rapid advances in AI.
Relentless expectations for performance.

The report also highlights that 𝟴𝟳% 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘀𝗲𝗲 𝗱𝗶𝘀𝗿𝘂𝗽𝘁𝗶𝗼𝗻 𝗮𝘀 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗲𝘆 𝘀𝗶𝗺𝗽𝗹𝘆 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘀𝘂𝗿𝘃𝗶𝘃𝗲, rather than an opportunity to grow or innovate.

And when leaders are stretched beyond their own capacity, something essential often gets squeezed out:

𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻.

Connection is what builds trust in the everyday moments of leadership-
when a leader pauses long enough to listen,
when people feel safe raising concerns,
when curiosity replaces quick judgment,
when expectations are paired with genuine care.

But when leaders are overwhelmed, those moments become harder to create.

Conversations get shorter.
Listening becomes reactive.
Decisions feel more distant.
Over time, people begin to feel it.

They may not always name it as a lack of connection — but they experience it as 𝗹𝗲𝘀𝘀 𝘁𝗿𝘂𝘀𝘁, 𝗹𝗲𝘀𝘀 𝗽𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝘀𝗮𝗳𝗲𝘁𝘆, 𝗮𝗻𝗱 𝗹𝗲𝘀𝘀 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝘁𝗼 𝗸𝗲𝗲𝗽 𝗽𝘂𝘀𝗵𝗶𝗻𝗴 𝗳𝗼𝗿𝘄𝗮𝗿𝗱.

And that’s often where burnout quietly takes hold.

The encouraging reminder is this: 𝗴𝗿𝗲𝗮𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀𝗻’𝘁 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘆𝗼𝘂’𝗿𝗲 𝗯𝗼𝗿𝗻 𝘄𝗶𝘁𝗵 — 𝗶𝘁’𝘀 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘆𝗼𝘂 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲. As Paul Walker notes, leadership is a capability that can be strengthened at every level of an organization.

Especially the ability to hold both:

• 𝗛𝗶𝗴𝗵 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀
• 𝗚𝗲𝗻𝘂𝗶𝗻𝗲 𝗰𝗮𝗿𝗲 𝗳𝗼𝗿 𝗽𝗲𝗼𝗽𝗹𝗲

In times of disruption, people don’t just need direction.
They need leaders who create trust, restore capacity, and make it safe to contribute again.

I'm curious:

𝗪𝗵𝗮𝘁 𝗵𝗲𝗹𝗽𝘀 𝘆𝗼𝘂 𝘁𝗿𝘂𝘀𝘁 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿 — 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝘄𝗼𝗿𝗸 𝗳𝗲𝗲𝗹𝘀 𝗼𝘃𝗲𝗿𝘄𝗵𝗲𝗹𝗺𝗶𝗻𝗴 𝗼𝗿 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻?

New report asks organisations: 'Where are all the great leaders?'

02/05/2026

𝗖𝗮𝗹𝗺 𝗺𝗮𝘆 𝗯𝗲 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝘂𝗻𝗱𝗲𝗿𝗿𝗮𝘁𝗲𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄.

As organizations push for more productivity, many leaders are quietly noticing something else: people are stretched beyond capacity. Too many meetings, constant digital noise, and no space to think or recover. The result? Productivity without nurture — and burnout follows.

This article reframes calm not as a personality trait or luxury, but as a 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘺.

Through research with executives, one pattern stood out:

• Leaders are strong in productivity skills (mastery, expertise, drive)
• But the weakest capability — by far — is 𝗰𝗮𝗹𝗺: the ability to pause, reflect, and restore energy

Yet about 10% of leaders rated calm as their strongest skill. Not because they’re less busy — but because of 𝘩𝘰𝘸 they move through pressure.

The “calm minority” draws calm from three pathways:

• 𝗛𝗲𝗿𝗶𝘁𝗮𝗴𝗲: early experiences where steadiness, reflection, or collective support were modeled
• 𝗧𝗲𝗺𝗽𝗲𝗿𝗮𝗺𝗲𝗻𝘁: a natural preference for depth, focus, and reduced stimulation — protected through boundaries
• 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲: calm learned over time through mentors, failures, health scares, or deliberate practice

What feels especially hopeful is this:
𝗖𝗮𝗹𝗺 𝗰𝗮𝗻 𝗯𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱.

It’s not about doing less or moving slower all the time. It’s about knowing when to pause, when to go fast, and how to protect the clarity and energy leadership requires.

In a world that rarely lets up, calm isn’t indulgent.
It’s sustaining. It’s steadying. And it’s deeply human. 𝗜𝘁’𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.

Where might you create just a little more space for it today?

Some people stay steady no matter how much work accelerates. Here’s how they do it — and what we can learn from them.

12/11/2025

AI is reshaping the way we work—things are moving faster, insights are getting sharper, and automation is becoming part of our everyday rhythm.

But in 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀, speed isn’t the headline.
𝗧𝗿𝘂𝘀𝘁 𝗶𝘀.

When someone comes forward with a concern—harassment, retaliation, discrimination—they’re not opening a “case.”
They’re opening a 𝘷𝘶𝘭𝘯𝘦𝘳𝘢𝘣𝘭𝘦 𝘮𝘰𝘮𝘦𝘯𝘵.
They’re placing their trust in us to listen, to act, and to protect them when it matters most.

And that trust?
It’s incredibly fragile.
It’s earned slowly and lost quickly.

As AI becomes more woven into ER, the real opportunity isn’t just efficiency—it’s integrity.
If we bring AI in with transparency, clarity, and genuine care, it can actually 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 trust rather than chip away at it.
It can help us lead with both 𝗽𝗿𝗲𝗰𝗶𝘀𝗶𝗼𝗻 and 𝗱𝗲𝗲𝗽 𝗵𝘂𝗺𝗮𝗻𝗶𝘁𝘆—a combination our workplaces desperately need.

The goal isn’t just responsible AI.
It’s 𝘩𝘦𝘢𝘳𝘵-𝘤𝘦𝘯𝘵𝘦𝘳𝘦𝘥 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘪𝘯 𝘢 𝘥𝘢𝘵𝘢-𝘥𝘳𝘪𝘷𝘦𝘯 𝘸𝘰𝘳𝘭𝘥.

💭 I’m curious—how are 𝘺𝘰𝘶 thinking about trust as AI becomes more embedded in your workplace?
What boundaries or guardrails feel essential to you? 🤝

https://www.thehrdirector.com/ai-employee-relations-dont-trade-trust-speed/

Artificial intelligence is transforming how companies operate—automating workflows, surfacing insights, saving time. But when it comes to employee relations (ER), we have to draw a hard line: AI isn’t just another productivity tool. In ER, we’re dealing with deeply human, high-stakes issues—...

McRea Consulting

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