"We asked Caver and Livers, faculty and coaches at the Center for Creative Leadership, to write a fictional letter from a black manager to a white boss describing the miasma and what it’s like to be different in the workplace...Their letter portrays the nature of corporate life once black managers are established—the feeling that they leave some part of their identity at home and the sometimes subtle and often systemic racial biases that inhibit and alienate African-Americans."

The Atlantic: ‘What If the Thing You’re Waiting for Never Arrives?’ "Waiting for Godot is a classic that feels like it was written for the Delta era of the pandemic."

Occam's Razor: This I Believe: A Manifesto for a Magnificent Career. "I've developed an overall macro-philosophy that guides my career choices. I've also collected a cluster of personal philosophies and core values that guide my day-to-day work. My hope is that you'll find my lessons to be of value as you think about your own professional career, both from a macro context, in terms of what you are solving for, and in a micro context, in your day-to-day work."

Harvard Business Review: How to Reframe What Work Means to You. "Applying this very human sense of purpose to work changes how we approach it and therefore how much we engage in it...A personal sense of purpose is not in and of itself the only thing that fires people up at work. But being able to connect what we do every day with a bigger sense of why we do it helps infuse us humans with energy, drive, and direction."

Harvard Business Review: "Why Are We Here? Purpose is the key to motivation—and motivated employees are the key to realizing your purpose. Get this symbiotic relationship right, and your organization will thrive."

The Atlantic: The Atlantic: Your Professional Decline Is Coming (Much) Sooner Than You Think: Here’s how to make the most of it. "The secret to bearing my [professional] decline—to enjoying it—is to become more conscious of the roots linking me to others. If I have properly developed the bonds of love among my family and friends, my own withering will be more than offset by blooming in others."

Harvard Business Review: Managing Yourself: Turn the Job You Have into the Job You Want. "Job crafting is a simple visual framework that can help you make meaningful and lasting changes in your job—in good economies and bad. But it all has to start with taking a step back from the daily grind and realizing that you actually have the ability to reconfigure the elements of your work."

Harvard Business Review: The Making of a Corporate Athlete

If there is one quality that executives seek for themselves and their employees, it is sustained high performance in the face of ever-increasing pressure and rapid change. But the source of such performance is as elusive as the fountain of youth. Management theorists have long sought to identify precisely what makes some people flourish under pressure and others fold. We maintain that they have come up with only partial answers: rich material rewards, the right culture, management by objectives.

Harvard Business Review: Managing Yourself: Turn the Job You Have into the Job You Want. "Job crafting is a simple visual framework that can help you make meaningful and lasting changes in your job—in good economies and bad. But it all has to start with taking a step back from the daily grind and realizing that you actually have the ability to reconfigure the elements of your work."

"Developmental feedback (provided either informally or via official management processes) is a significant yet often-overlooked driver of professional growth...Our research demonstrates how differences in developmental feedback can direct women along different — and less effective — leadership pathways than men, creating long-lasting gender inequities."

"Developmental feedback (provided either informally or via official management processes) is a significant yet often-overlooked driver of professional growth...Our research demonstrates how differences in developmental feedback can direct women along different — and less effective — leadership pathways than men, creating long-lasting gender inequities."