I believe some of the most important parts of leadership are the things we rarely talk about.

My professional background spans human resources, operations, leadership development, organizational strategy, and executive leadership. Those experiences taught me that while organizational change may begin with strategy, systems, structures, and decisions, people are the ones who ultimately experience it.

That understanding led me to pursue doctoral research in Industrial/Organizational Psychology, where I studied the lived experiences of leaders with work-related unresolved grief. The research deepened my understanding of how organizational change can affect identity, well-being, relationships, decision-making, and the way leaders show up for the people they lead.

What Guides My Work

We do not have to choose between organizational outcomes and human understanding. Good leadership requires us to make room for both.

Today, my work brings together research, practical leadership experience, teaching, writing, and organizational strategy. Whether I am speaking, consulting, teaching, or writing, I am interested in helping leaders better understand the human side of organizational change and respond in ways that are thoughtful, sustainable, and grounded.

Current Work

Today, I continue to explore the intersection of leadership and the human experience of work through teaching, research, writing, consulting, and speaking. My areas of focus include organizational change, workplace grief, resilience, coping, sensemaking, and the experiences leaders and employees carry through change.

I am the author of Leading Through Organizational Grief: What Leaders Carry During Organizational Change and creator of the Leadership Grief Response Model™, which grew from my research and continuing work in this area.