ChatGMB: Wisdom & Insights for Modern Leaders

So many of us equate ‘advancement’ with promotions, new titles, or bigger paychecks. And while those things absolutely matter, they’re often outside of our direct control and may not be achievable goals in the short-term or without significant changes. That can leave us and our employees feeling stuck or overlooked, and it can leave leaders scrambling to hold on to talented people when promotions...

You’ve probably heard it a hundred times: “Start with a compliment, slip in the constructive feedback, and end with another compliment.” Or maybe you’ve been told to “sugarcoat it a little” so your feedback doesn’t sting. Here’s our hot take: both of those are terrible strategies for building strong, trust-based feedback cultures. In this quick Soapbox Episode, we break down why the sandwich metho...

Have you ever seen a leader yell at someone on behalf of their people? The intention is good. The frustration is real. The stakes matter. And sometimes… the strategy is completely wrong. In this episode of ChatGMB , we reflect on a real encounter in a hotel lobby when the elevators were broken, and a leader chose to escalate by yelling at a frontline worker with little power to fix the situation....

Founders Marissa Badgley ( Reloveution ) and Robyn Harper ( The Chiron Project ) come together for a candid, unscripted conversation on Burnout, Compassion Fatigue, and Vicarious Trauma in the social impact sector. We discuss how burnout has shaped our experiences, the strategies we've used to heal our own nervous systems, and the cultural and systemic shifts we imagine for a healthier and more su...

Scarcity is real for many leaders and organizations right now. There are real budget constraints, real staffing gaps, real exhaustion, and real grief. And, at the same time, there is also perceived scarcity: the stories, habits, and assumptions that shape how we lead, decide, and treat people, even when more is possible than we realize. In this episode, we cover: Why scarcity is not “just a mindse...

Many of us were taught as young people to say “I’m sorry” to end discomfort, smooth things over, temper someone else's feelings, or move on quickly, without ACTUALLY acknowledging harm, rebuilding trust, or changing behavior. Which are actually the most important parts. In today’s workplaces and world, where tension is high, trust is low, and people are exhausted, learning how to apologize well (a...

Today’s power question: How can leaders and managers minimize ambiguity and maximize predictability in uncertain times? Uncertainty and ambiguity are uncomfortable and inevitable forces in today’s workplaces. Shifting priorities, sudden changes, unexpected crises, and volatile social, economic, cultural, and political realities make clarity and stability much more difficult.  But we know that...