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In the Field

When leaders treat AI as a strategic imperative rather than a technical experiment, they're really asking whether their organization can metabolize change without fracturing the relational fabric that makes any tool worth using.

Earning and sustaining trust in the age of AIMcKinsey & Company · Aug 20

The metaphor of whitewater for organizational chaos is apt because it names the thing we most resist about sustained uncertainty—that trying to control it only exhausts us faster.

Beyond the Page Podcast ~Confronting Meta-Change with Courage and CompassionChoice Magazine · Aug 19

The hardest leadership moves happen at the seam between public accountability and private innovation—where you're trying to rewire systems that were never designed to learn.

Advancing American healthcare: An interview with Seema VermaMcKinsey & Company · Aug 19

The instinct to draw lines between "us" and "them" isn't a character flaw—it's an adaptive response that breaks down when the world changes faster than our nervous systems can recalibrate, which is why belonging work is less about inclusion tactics and more about helping people metabolize uncertainty without turning it into threat.

How to Create a Future Where Everyone BelongsGreater Good Magazine · Aug 6

When we're flooded, the body often knows what the mind can't yet name — which is why learning to read its signals isn't self-care theater, it's survival intelligence for anyone who leads through uncertainty.

Happiness Break: A Body Scan for Calm and EaseGreater Good Magazine · Aug 6