Marcia's Leadership Q and As: Do Leaders Ghost?

Q. In both professional and personal conversations, people are talking about more dysfunctional behaviors. Ghosting is one of them. Why is this so prevalent?

A. Ghosting is the act of disappearing without explanation. It used to be more confined to casual dating. Now it happens when friends vanish, family members stop returning calls, employers fail to follow up with applicants, or employees quit without notice. 

The sudden silence creates confusion, self-doubt, and frustration. Yet beneath every act of ghosting lies a deeper story of fear, avoidance, or emotional disconnection. Understanding why people ghost and how emotionally intelligent leaders and individuals can respond, reveals powerful lessons about maturity, integrity, and trust. 

Why People Ghost: Six Root Causes 

1. Emotional Avoidance and Fear of Discomfort 

At its core, ghosting is an escape from emotional discomfort. People who ghost often fear confrontation or the vulnerability that honesty requires. Instead of saying, “I’ve changed my mind,” “I’m not interested,” or “I feel hurt or disappointed” they also retreat rather than trying to find solutions to a difficult or uncomfortable situation. They choose silence over courage and avoidance over resolution. 

Healthy communication, in contrast, seeks connection and understanding. It sounds like, “I feel hurt, but I’d like to find a way to have a better relationship or friendship.” That kind of statement opens the door to dialogue, reflection, and repair, the foundations of trust. 

Emotional avoidance relieves short-term anxiety but damages long-term trust. It leaves others hanging, creating unnecessary emotional harm. Leaders, friends, and partners who cannot face difficult conversations build reputations for unreliability and weaken their own credibility. 

 2. Lack of Emotional Maturity and Communication Skills 

Many people were never taught how to communicate boundaries or express uncomfortable truths. They lack the vocabulary and confidence to navigate closure gracefully. Instead, they withdraw and hope the issue will dissolve on its own. 

Ghosting becomes a (poor) coping mechanism, a way to escape feelings of guilt or fear of rejection. This immaturity often stems from insecurity, limited self- awareness, or underdeveloped empathy. Mature communication, by contrast, takes courage and compassion. It requires saying: “I value your time, but this opportunity or relationship needs improvement.” 

3. Overwhelm and Self-Protection 

Not all ghosting is malicious. Some people disappear because they feel emotionally or mentally overwhelmed. Life circumstances such as grief, stress, depression, burnout, can shut down their ability to communicate. They may retreat to survive, not to wound others. 

However, silence still leaves damage in its wake. Healthy self-protection doesn’t require vanishing. It’s better expressed through honest communication: “I’m struggling right now and need to take a break.” That single statement preserves trust, even when disengagement is necessary. 

4. Power, Control, and Insecurity 

In some cases, ghosting becomes an unconscious power play. The person who ghosts holds the upper hand by withholding information and keeping others uncertain. That ambiguity fuels control and prevents closure. 

This behavior often emerges from insecurity, the fear that direct communication will expose vulnerability or weakness. By disappearing, the person avoids being held accountable. But control achieved through silence is hollow; it erodes respect and integrity, especially in leadership and professional settings. 

5. Digital Detachment and Cultural Normalization 

The digital age has made ghosting easy. It’s become disturbingly normal. A few clicks can remove a person, delete a message, or end a relationship without consequence. Technology enables distance and convenience but also weakens empathy and healthy communication. 

When communication happens primarily through screens, people forget there’s another human being on the receiving end. Emotional accountability erodes. This cultural shift has made ghosting feel acceptable, even though it leaves emotional wreckage in its path. 

6. The Blame-and-Retreat Cycle 

A deeper psychological pattern drives many who choose to react and ghost: blame and avoidance. When people lack the communication skills, empathy, and courage to express what they feel, they often project responsibility onto the other person. They find a way to blame another person when actually the underlying distress is in the ghost person. 

Instead of saying, “I’m uncomfortable,” or “I don’t know how to handle this,” they convince themselves the other person is at fault. They rewrite the story in their mind, “You were too intense,” “You misunderstood,” or “You made me feel pressured” or “You yelled at me” (when the person never raised their voice!) They use the blame as justification for retreating. 

Blaming allows them to preserve their self-image while avoiding accountability. They don’t have to examine their own fear, confusion, or disappointment; instead, they silence communication and disappear. It’s an emotionally protective move, but a destructive one. 

Healthy individuals and leaders face tension directly. They say, “This feels difficult for me,” or “I need time to process.” That honesty creates space for resolution. 

Ghosters, in contrast, bypass growth by withdrawing. Their silence becomes a wall that protects their ego but prevents understanding. Over time, those who rely on ghosting as a pattern never develop the resilience or empathy necessary for authentic connection. But they may have many fake relationships, from marriage to colleagues to friends. They confuse escape with strength, not realizing that avoidance keeps them emotionally immature and relationally isolated. 

When Employers Ghost Applicants 

Professional ghosting has become rampant. Employers, overwhelmed by applicant volume or indecisive leadership, often fail to follow up after interviews. Candidates are left hanging for weeks or months, not knowing if they’re still in consideration. 

Why does this happen? 

• Lack of process ownership. Recruiters and hiring managers don’t coordinate communication.

• Avoidance of conflict. Leaders dislike giving rejection feedback.

• Overwork and disorganization. Busy teams move on to other priorities, forgetting closure.

• Cultural desensitization. Ghosting has become so common that it no longer feels unprofessional. 

But ghosting job applicants damages reputations. It signals a culture that doesn’t value people or integrity. In an era of employer review sites and social media transparency, silence speaks volumes. Organizations that fail to communicate lose trust, brand equity, and future talent. 

Healthy organizations do better. They close loops respectfully: “Thank you for your time; we’ve chosen another direction.” This single act of courtesy demonstrates leadership maturity and empathy, traits that attract stronger candidates. 

When Employees Ghost Employers 

The reverse is also true. Employees increasingly quit without notice. There are no calls, no messages, no final day. Why? 

• Toxic workplaces. When people feel disrespected, unheard, or overworked, they disengage silently as an act of protest or self-preservation. 

• Fear of confrontation. Some dread uncomfortable exit conversations or retaliation. 

•  Emotional exhaustion. Burnout drains people’s energy to communicate; walking away feels easier than explaining. 

• Cultural mimicry. Many employees have been ghosted by employers before, so they mirror the same behavior. 

While understandable, ghosting an employer harms reputations and relationships. It closes doors, undermines professionalism, and can follow a person throughout their career. The antidote is communication. It can be brief and honest. “I’ve decided to move on effective immediately,” is difficult but responsible. It preserves dignity on both sides. Often, too employees have never been told that a two-week notice is the norm. If it is at your organization, share that with applicants. 

Healthy Communication Is Not Ghosting 

Healthy communication is the opposite of ghosting. It is honest, respectful, and courageous, even when uncomfortable. It’s choosing to express closure rather than leave others in confusion. 

Healthy communication includes: 

• Clarity. Say what you mean without ambiguity. 

• Compassion. Deliver truth with respect and empathy. 

• Boundaries. Know your limits and communicate them directly.

• Consistency. Align words and actions; silence undermines both.

• Responsibility. Own your feelings and decisions without shifting blame. 

Instead of silence, healthy communicators speak the truth for them. Small acts of transparency build maturity and trust. They turn endings into respectful transitions rather than emotional wounds. 

When we practice open communication, we also model it for others. These create ripples of accountability and respect in our workplaces and relationships. 

How to Respond When You’ve Been Ghosted 

Being ghosted can shake your confidence. But how you respond determines whether the experience drains you or strengthens you. Here are some tips: 

1. Don’t chase silence. If someone disappears, take their silence as communication. They’ve revealed their limits. 

2. Protect your self-worth. Ghosting reflects the other person’s avoidance, not your inadequacy. 

3. Close it for yourself. You can say, “Since I haven’t heard from you, I’ll assume you’ve moved on. Wishing you the best.” Then let it go. 

4. Reflect, don’t ruminate. Ask what you’ve learned about communication, boundaries, and expectations. 

5. Model what’s missing. Respond to others the way you wish you had been treated, with respect and closure.

Responding with grace doesn’t excuse poor behavior, but it keeps your integrity intact. You rise above avoidance by demonstrating maturity. 

Leading with Integrity in an Age of Avoidance 

Ghosting isn’t just a relational issue; it’s a cultural one. It reflects how society handles discomfort, honesty, and accountability. For leaders, it’s a chance to model something better. 

Healthy organizations and individuals create cultures of clarity. They communicate even when it’s awkward. They give feedback, express gratitude, and close loops. They understand that maturity means facing, not fleeing, emotional responsibility. Courage is an action, in words, too. It’s not silence. 

The most powerful leaders are those who say what others avoid saying, kindly, clearly, and consistently. They replace silence with communication, confusion with clarity, and avoidance with courage. 

When we communicate instead of ghost, we show strength, respect, and humanity. We remind others, and ourselves, that integrity still matters, and silence is never a substitute for truth.

Marcia's Leadership Q and As: Essential Questions Leaders Ask Now

Q. With accelerating change, disruption, and global instability, we’re stuck in indecision and weary. How do we pivot?

A. With shifting pressures and an unclear path forward, there is no roadmap or blueprint. A powerful tool for leaders and their teams will be continual, clarifying communication and a strategic compass. 

Using a compass means adapt as you learn. Learn quickly, share information, try new possibilities, and ask strategic questions. Leaders must ask strategic questions that reveal the systems (and what results they’re producing), beliefs and assumptions (that may have worked in the past, but don’t work now), and blind spots (but often those can’t be seen internally; you need a facilitator to ask different questions.) 

Strategic questions shift thinking and present new opportunities. They help teams move from reacting to reflecting. They move from seeing superficial symptoms of a problem to root causes. Short-term thinking and firefighting can shift to what you can anticipate, to longer term and meaningful decisions. 

As Dr. W. Edwards Deming taught when transforming Japan after WWII or with the transformation of the American auto industry, leaders first need to understand their system (that they created) and what it can and cannot deliver. 

Boards can be aware of emerging risks and opportunities. Executives stop chasing metrics and the bottom line and deliver meaningful results. Organizations are relevant and resilient. 

Strategic questions clarify direction and purpose. They challenge assumptions and prevent “business as usual” thinking. They open perspective and collaboration that will drive innovation. The questions identify where silos, dysfunction, barrios, waste, complexity, and short-term goals obstruct progress. Leaders are continually developing as they are strategizing, and encouraging courage, humility, and long-term vision. 

Great leaders ask powerful, probing, deep, reflective, and unsettling questions. That’s their role. Quick problem solving is thinking too short term. But discovering where the limits to progress are and being a catalyst to move an organization past those is critical. 

Here are some strategic questions that can lead to transformation: Are we getting the results we want? Are we serving our customers with the highest quality, innovating to create new markets, and transforming and scaling our business in a healthy culture? Are we able to accelerate our decision-making and put them into action? Are we anticipating what’s coming and planning for it? 

Do we accurately identify the root causes of our problems/pain points and know how to tackle them together? Are we discussing “business as usual” or are we discussing the 10 to 20 urgent issues that can disrupt us? Do we know how to pivot? Does anyone care about profits? Do we have the vision, the calm, the clarity, the effective communication to lead through the next few months and years? 

There are always more questions than answers. While there are risks, there are also opportunities. Great leaders persevere together.

Marcia's Leadership Q and As: Number 1 Leadership Trait — Do You Have It?

Q. There’s constant change and uncertainty in the world! What’s the most relevant trait great leaders today should focus on developing?

A. For some people, this is very subjective territory. While there’s not one right answer, there are some leadership traits that are foundational. Some that come to mind are integrity, trustworthy, and respect. But there is one that is essential that I will share with you. 

First, I recall my first interview with my soon-to-be new boss of a management consulting firm (but he immediately taught me that he is not my “boss;” we are partners in work, and each add value to our role to serve our customers.) Business owner Dr. Perry Gluckman and I began the “interview.” He gave me seven leadership traits and asked me which were the four most important traits and why. Three hours later, we finished our discussion (I got the job.) I don’t recall those seven or even the four important traits I chose. In words, traits don’t matter. In actions, they’re imperative. 

As I’ve pondered this topic of leadership over recent months and watch how leaders use and abuse their offices, I’ve zeroed in on a trait that I’ve seen for decades in leaders. But for great, highly respected leaders, this trait rises to a new level. It’s been quietly used and rarely discussed. 

#1 Trait in Leaders Today: Curiosity

The number one trait that great leaders use is curiosity. Great leaders especially today are curious. They have an elevated, innate, dedicated commitment to learn and understand. They explore topics (in whatever medium they choose to consume new information) that they may know little about and that even don’t have anything to do with their current position or business. 

Curiosity opens their minds and hearts to new possibilities, opportunities, and beliefs. They commit time for their personal new learning daily. They are forever connecting the dots. They’re often systems thinkers and understand the value of making sure all the parts of their team or organizations are working together. 

Are you curious? Deeply curious? Would you buy and read three magazines totally outside your field, to understand another perspective or hobby? What might you learn? 

Questions are a common tool and asset to great leaders. Whether they’re an introvert or extrovert, their communication style is intense and focused. They want to know, to understand, to generate more learning and questions. 

Curiosity is a powerful driver for improving, innovating, serving, and building relationships and community. It has so much potential and is never-ending. 

The antithesis is arrogance, “knowing it all.” Executives who are not curious, assume, rarely ask questions, and make more unilateral decisions. Some people blindly follow them because they assume they have strength because they are so decisive, the opposite is true. Their positions or titles are about power and control. 

Great leaders know their role is to develop the natural leadership in everyone. They create a culture so people develop to their fullest potential. They support other people, helping all to be their best and contribute. A curious leader develops more curious leaders.

Marcia's Leadership Q and As: How to Pivot Your Career

Q. People are entering or re-entering the workforce, changing careers, or retiring. Whatever the shift, how can we best adapt?

A.  Life is a series of transitions—some planned, others unexpected. One of the most pivotal is the move from education into a career. For students, the shift can be thrilling but daunting. The challenges to create an effective resume and LinkedIn profile, to navigate job boards/fairs, to secure appointments for interviews, interview and follow-up, to negotiate for a position and salary, are all foreign territory in a career search. How are students learning to successfully navigate these new tasks? Many flounder and waste time. Eventually they discover what works and what doesn’t. Or they “luck out” and find a job. Some are fortunate to have professors, a mentor, classes, or parents who teach and guide them. 

The early career pivot after years of structured learning sets the tone for personal growth, skill-building, fitting into a culture and contributing, and growing some financial independence. Yet career pivots don’t stop at that first job. They often accelerate as people explore new interests, confront layoffs, respond to economic shifts, or seek more meaningful work. Professionals may transition from corporate roles to entrepreneurship, or from high-pressure positions to mission- driven nonprofits. Today, career agility is not just an asset—it’s essential. 

Eventually, every career reaches another crossroads: retirement. This transition is both an ending and a beginning. For some people it’s an abrupt halt. For others the pivot is one they prepare for, for a year or two. Leaders especially ask two significant questions. The first is, “What is my legacy I want to leave?” The other is, “What’s my plan for my next phase of my life, whether it be retirement or an encore career of “giving back?” 

For many, retirement is no longer a complete withdrawal but a pivot toward purpose. Some become mentors, volunteers, authors, or part-time consultants. Others travel, pursue hobbies, or contribute to causes they care about. Regardless of the path, retirement today is as much about reinvention as it is about rest, fun, and freedom. 

What unites these life phases, starting out, changing direction, and planning for retirement, is the opportunity to leave a legacy. Whether it’s the students you’ve mentored, the company you helped grow, the ideas you championed, or the values you embodied, your impact extends far beyond your title. 

Each pivot in life invites reflection and bold action. It’s not about having one perfect plan. it’s about evolving with purpose. Students, professionals, and retirees alike can embrace change as a platform for growth and legacy. Life doesn’t move in a straight line. It’s non-linear, and that’s what makes every pivot so powerful. 

When transitioning from one phase of life to another, it’s wise to seek a coach to help you navigate through the preferences and opportunities. An insightful coach will present ask questions and present possibilities. An effective transition coach will present “what if scenarios” so the depth and breadth of your thinking can be fuller and more reflective.

Marcia's Leadership Q and As: The Impact of Scaling Fast

Q. Our company is growing fast, but it seems out of control. Is fast growth good?

A. When a company is innovating or meeting customers’ rapid demands, it may be growing “out of control.” Exponential growth, especially when a management team has not experienced a high rate of growth in the past can be challenging. However, the role of the leaders is to continually have better control of their business and to build a healthy workplace. 

When the customers are demanding, it is imperative that the executives optimize their communication. More now than ever before, the decisions they make impact the business. 

To scale effectively and prevent the organization from imploding with complexity and chaos, it’s important to identify the most critical steps for growth. First, create a solid foundation of management. All the leaders need to understand the direction of the organization and be able to communicate it to all the teams. 

Second, create interactive and interdependent systems across the organization so people can work effectively. Teams can create the processes and projects to contribute the progress for the company. 

Third, anticipating the current and future needs of the customers and linking those to the systems is essential. For the future weeks, months, and years, how will you plan, implement your plan and pivot as necessary? What resources, facilities, budget, skills, and knowledge will you need? How will you review and manage your growth? How will you adapt as your revenues and profits vary (they will)? 

Fourth, as your organization grows, developing a healthy culture is the only way to be sustainable. If the metrics are all about the bottom line and numbers, both your internal and external customers will exit the business over time. While sales and profits are important measures, the highest “metrics” are those that can’t be measured. 

For a healthy, sustainable organization, leadership, communication, teamwork, trust, collaboration, shared vision, a learning organization, quality, kindness are some of the ultimate values and “measures” that can’t and don’t need to be quantitatively measured. 

Extra insights: Individual performance measures, performance management and “you can’t manage what you can’t measure” are sadly management fads and “best practices” that cause thousands and millions of dollars of waste and complexity in organizations? Can you imagine decreasing the waste in your business by 50 to 80%? It’s possible. To understand how, contact me.

Marcia's Leadership Q and As: Why Leaders Set AI Policies

Q. Some of our employees are using Artificial Intelligence (AI) while others are not. Should we set policies for AI usage?

A. Management is accountable to set and communicate the guidelines for AI usage for the business. Employees need guidelines so there is some structure for AI usage, so it doesn’t become a liability. From data leaks to biased decisions to reputational damage, the risks are real. Policies are established so AI becomes a catalyst for innovation, customer trust, and strategic growth. 

Set Direction 

To establish relevant AI policies, executives define and communicate why the organization is choosing to use AI. There are multiple reasons, and those will also exponentially grow as all employees accelerate their use and opportunities to use AI. To begin, the business may commit to improving its efficiencies, delivering personalized customer experiences, accelerating creative and innovative endeavors, and more. 

The key is that leadership communicates its purpose effectively. Employees and teams work to support that aim. AI strategies and tools are used to support achieving the aim. What is also defined is what will Not be done with AI. This clarity will build trust within the organization and to stakeholders and customers. 

Build Governance 

AI requires oversight. A cross-functional committee can be established to assess and monitor AI usage. How will major projects using AI be chosen and monitored? How will risks be monitored? Process ownership and definition are created. 

Protect Data and Reputation 

Data is the fuel for AI and misusing it is the fastest way to lose trust with customers, regulators, and the market. Policies must demand encryption, secure vendor contracts, and strict compliance with data protection laws. Leaders must be explicit: sensitive personal data doesn’t belong in unprotected AI systems. 

Clarity for Employees 

AI should expand creativity, not create confusion and chaos. Management needs to articulate the boundaries: what tools to use and how to assess new ones, when to disclose AI involvement, and what’s off-limits. Training is essential. Teams need to be able to assess risks, handle data responsibly, and escalate concerns (create a process that flows for swift decisions.) An area for experimentation is also needed. 

Continually Improving Policies 

Because AI is rapidly developing and changing, the Committee also needs to also be continually improving its processes and reviews. Technology and regulations will shift. The oversight committee and teams must have open communication flow, monitor competitors, and receive customer feedback. A company’s AI policies must match and support the business strategies. 

Forward Thinking 

Executives who create, set, and communicate evolving AI policies protect their organizations from risk while unlocking innovation. Those who avoid the hard conversations will get blindsided. Leaders will move into the future with courage and clarity. Communication and addressing the rapid development, policy development, and usage of AI will be a part of every executive agenda.

Marcia's Leadership Q and As: Innovators Embrace Uncertainty

Q. Uncertain times make decision-making a challenge. How do we plan?

A. Uncertainty always exists, across centuries, nations, economies. But creative innovators and leaders acknowledge that there will always be variation in life and work. There will always be challenging times. There will always be new problems to solve. There will always be situations that are out of control, but also situations that leaders can influence. 

Innovative leaders assess their environments, internally and externally. But they don’t get stuck in the present. They see challenges, and they also see the possibilities and opportunities. 

Innovators are naturally creative and have a passion to take their ideas to market or to a place where they will serve a new market. They possess a natural courage, and their energy and vision entice followers to help make those visions become a reality. 

It’s essential to assess your challenges, plan, and continually move forward, whether one step or one leap at a time. Impact your future by making the difference for the customers who need you to continually be creative. 

If outside influences like laws or tariffs impact your business, think ahead. How could you be impacted? Adapt and pivot as fast as possible. Prepare as best you can. Ask for help from others who can help you see new potential with your knowledge and skills. Remember during the pandemic; organizations that survived pivoted almost instantaneously because they saw and met a new need.

Marcia's Leadership Q and As: Ten Traits AI Leaders Need in the Future Workplace

Q. With the rapid revolution of AI in organizations, what traits do leaders need to emphasize or develop for the AI workplace?

A. In the future AI-driven workplace, leaders must shift to more adaptive, systems-thinking leadership. The following traits will be critical to thrive and lead effectively in environments shaped by automation, algorithms, and accelerating change. 

Strategic Curiosity times 1000. If you thought you ask a lot of questions currently, you’ve just dabbled on the surface of the depth of questions you’ll need to be asking. Leaders must be relentless questioners—exploring how AI, data, and automation can unlock new thinking, business models, efficiencies, and customer value. This means challenging the status quo, engaging with emerging technologies, and staying ahead of industry shifts or totally changing industries. Strategic curiosity drives innovation because it asks, “What if we?” and “Why not?” Future-ready leaders will embed curiosity into their culture, encouraging continual discovery and unconventional thinking across all levels of the organization. 

Ethical Foresight. The future of work will demand leaders with strong ethical compasses who can anticipate and mitigate AI risks—like bias, privacy breaches, and unintended consequences. Ethical foresight means understanding not only what AI can do, but what it should do. Leaders will need to establish ethical frameworks, guide responsible innovation, and ensure decisions align with organizational values and societal trust. This trait builds the foundation for sustainable success in a tech-driven world. 

Systems Thinking. In a hyperconnected AI landscape, isolated decisions can create ripple effects across supply chains, ecosystems, and cultures. Leaders must move beyond linear thinking to embrace a systems mindset, recognizing patterns, feedback loops, and the long-term impact of short-term actions. Systems thinkers connect dots across data, departments, and disruptions. They lead transformation by seeing the bigger picture and designing adaptive strategies that work across complex environments, not just within silos. 

Empathy and Human-Centered Insight. In a world dominated by logic-driven machines, it is emotional intelligence and empathy that will set great leaders apart. AI cannot replace the human need to feel, or be seen, heard, and valued. Empathetic leaders listen actively, understand diverse perspectives, and design workplaces that prioritize well-being and inclusion. This is how trust is built. Trust will be the new competitive advantage. Human-centered leadership also fosters stronger customer relationships and more resilient teams. 

Learning Agility. AI will transform industries faster than traditional training programs can keep up. Leaders must model learning agility: the ability to unlearn outdated beliefs, embrace new knowledge, and pivot quickly. Agile learners experiment, reflect, and grow through uncertainty. They create environments where continual development is the norm. Mistakes are reframed as data for improvement. This mindset fuels innovation and keeps organizations relevant amid constant change. 

Collaboration Across Boundaries. Tomorrow’s problems won’t be solved by isolated thinkers. Leaders must foster collaboration across roles, geographies, generations, and between humans and machines. That includes breaking down functional silos, promoting knowledge sharing, and enabling co-creation across disciplines. It also means creating inclusive environments where every voice can contribute. In AI-augmented teams, collaboration becomes less about hierarchy and more about integration. Leaders who build these bridges will unlock extraordinary collective intelligence. 

Courage to Experiment. The AI age rewards those willing to test, learn, and adapt. Leaders must cultivate the courage to explore the unknown, challenge assumptions, and fail forward. This means resisting the urge for perfection and instead embracing rapid prototyping, iterative learning, and bold innovation. Leaders with experimental courage encourage their teams to take smart risks and try new ideas without fear of punishment. This fosters agility, engagement, and long-term resilience. 

Clarity of Purpose. In a world overloaded with data, distractions, and disruption, clarity of purpose becomes a guiding light. Leaders must define and communicate a compelling vision, one that aligns strategy, values, and behaviors. Purpose gives people meaning, focus, and a reason to innovate. It anchors decision-making and helps teams navigate ambiguity with confidence. Purpose-driven leadership attracts talent, inspires loyalty, and aligns organizations to serve something greater than short-term profits. 

Resilience and Adaptive Grit. AI and automation will cause continual upheaval, eliminating jobs, creating new ones, and requiring constant reinvention. Leaders must develop personal and organizational resilience to thrive through disruption. Resilience is more than endurance; it’s about emotional fortitude, optimism under pressure, and the ability to recover quickly from setbacks. Adaptive leaders bounce forward, not just back, by learning from adversity and evolving stronger. They model steadiness, foster psychological safety, and help teams find opportunity in uncertainty. 

Authentic Communication. In the AI workplace, communication must be more than transactional. It must be clear, courageous, and connective. Leaders must distill complex ideas, deliver tough messages with empathy, and ensure people feel seen and understood. Authentic communication builds trust and engagement, especially during rapid change. It also involves listening deeply, facilitating dialogue, and aligning teams around shared meaning. In a world where machines can talk, human communication must be more intentional, transparent, and real. 

The successful leaders and organizations won’t use each of these traits like a checklist but will more importantly integrate them into the fabric of their culture. The road ahead is uncharted. Roadmaps can’t be used (we’re not driving from Chicago to Dallas with a map.) Where we’re going requires a Strategic Compass, so we all keep adapting and learning together. Download a copy of the Strategic Compass on my website at https://www.mdaszko.com/resources 

The AI workplace will demand more human leadership, not less. The future won’t be led by those who automate the most; it will be led by those who think, listen, adapt, and act with courage. If you're a board member, executive, or team leader, it’s time to ask yourself: Which of these 10 traits are you building right now? And what will your leadership look like in a future shaped by AI?

Marcia's Leadership Q and As: Dealing With Misery

Q. Most of my team members have recently lost their jobs. How do I get over the misery I feel?

A. Some people have or will lose their job and are miserable. Others will still have their jobs and are also miserable. There are different kinds of misery and different ways to cope with each. But both kinds mean facing losses. 

For those who lose their jobs, there are immediate challenges of paying the bills, and decisions about whether to buy the new car or take the vacation. There’s the loss of a salary, possibly healthcare, or ability to pay the children’s tuition. There’s also the emotional loss of the regular work habits, the communication and project progress that an employee experiences together with the team. Losing both the practical and emotional aspects of employment can have a negative, personal impact. 

Even if losing a job is not personal because a whole department, division, project, or company was shut down, the personal toll can impact, at least temporarily a person’s self-esteem or balance in life. To adjust, adapt, and pivot from the job loss may take multiple steps. 

It is normal to grieve and go through the grief process steps. It’s helpful to share your thoughts and feelings with trusted family, friends, or colleagues. Then it’s time to pivot. Define what your plan and next steps will be. Again, talk to people who can support you through this process: a transition coach, recruiters, or your mentors. Open the conversations in your network. 

One key point is not to necessarily ask for a job directly, but again, build the connection and relationship. Through your conversation, share the value that you bring to an organization. Chances are that it is not your best friend that can introduce you to a new position, but it may be someone you more casually meet at an event. 

On the other hand, if some of your team has been laid off or fired, misery is felt by the team members who remain. First, they feel a remorse about the loss of their colleagues, their conversations, and their project progress. How will the goals be achieved? Also, they may have their workload significantly increased and feel resentment about that. 

It's best to understand the actions taken that impact you, discuss them and don’t keep the feelings inside, go through the process of loss, and then quickly adopt a fast-forward approach to your next step in your career and life journey. This is a speed bump. It’s part of life and you will adapt. Now’s the time to make new choices, consider new possibilities, and embrace new opportunities.

Marcia's Leadership Q and As: Leaders Navigate Uncertainty

Q. How can my team leaders navigate these chaotic, uncertain times?

A. Many changes are being thrust on our nation and organizations as we’ve known them. Many decisions are currently outside of our control. 

So how do leaders lead and navigate through these times? Looking back in history helps navigate forward. The strongest leaders who made a difference were the ones who looked at the landscape and had deep conversations with colleagues about the potential impact if certain decisions impacted them. 

Leaders have a vision, communicate it with clarity, gather their people, communicate more and often, and can pivot. They communicate relentlessly so their people trust them. The best leaders are open to two-way communication. If communication is only one-way and dictatorial, fear rapidly increases, people become paralyzed and cannot make rational decisions. 

This is worth reiterating. Leaders share their vision, communicate it repeatedly so it is clear, and share that they will pivot and communicate often and effectively. To actively assess and sense what is occurring, then respond to changes that are occurring, is essential for leaders to build the trust they need to move everyone forward together. 

Vision, clear communication, swift actions, and the ability to pivot and adapt is tough leadership. But people are resilient if they can trust their leader. Together they know they can succeed.

Marcia's Leadership Q and As: Dealing With Returning Problems

Q. There are more and more women’s conferences, support groups, and women aspiring into more executive and Board roles. The progress seems slow. Why?

A. For the women who have succeeded moving into the C-suite or onto Boards, how did they progress? Certainly, they worked hard. And has anyone helped them? 

As women of influence are periodically honored by the media and colleagues across the nation, we see women are recognized. But are they achieving more success in obtaining Board seats, moving into the C-suite, or making a difference? 

The relevant question to address today is, how are women helping women? Groups come together and network. But are they achieving progress and success in helping catapult other women and sometimes their friends into impactful, influential positions? 

There are two reflective questions. One is, “How often are you referring women you know to others for a position, a Board seat, a speaking engagement, or any place she could add value? How often are you being supportive? The second question is, “How committed are you to mentoring or influencing other women without expectation of anything in return?” 

Many men refer, sponsor, and guide women into new fulfilling career paths. While they still have more of the executive positions, many are committed to supporting women’s career growth. 

The question is, how are women supporting other women’s career growth? Do they fight to pay them what they’re worth? Do they open new doors and invite them to important events or conferences to share their wisdom on panels? A question of reflection, how are you doing in actions?

Marcia's Leadership Q and As: Six Ways to Help a Fearful Boss

Q. Our manager is struggling and lacks the courage needed for making better and faster decisions. What can we do?

A. The uncertain times that many leaders and business owners face now, create more fear. Whether it’s a Board of Directors or team leaders, more people are avoiding discussions they need to have and tough decisions they need to make. If management sidesteps being accountable, employees see the lack of courage. The workplace becomes full of fear, and it erodes trust and stalls progress. 

If your manager or the business owner seems stuck or paralyzed and incapable of making forward thinking decisions, there are ways the employees can help. Consider several options. 

First, be the natural leader that your manager can’t be at this moment. Demonstrate the courage you want to see. Just step up delicately and respectfully. Take the initiative and talk about the tough issues and what you can all do to handle them. Courage can be contagious. Have positive, forward thinking conversations where you consider pro’s and con’s and various ways you can address them together. 

Second, when an issue or customer problem needs to be addressed, ask thoughtful, non-threatening questions. Use “we” language. “What’s the risk “we” need to consider? How can “we” address this together and move toward success?” United, anyone in the meeting is less threatened with moving forward. 

Third, when your leader is lacking confidence as everyone does at various times, privately talk to them. Sometimes a simple comment like, “These are challenging times, but I want you to know I’m here (Or we, the team) to support you, brainstorm ideas, or back you up.” It’s amazing how quickly their fear can rapidly dissipate when they feel support from others. 

Fourth, in an environment where people generally are collaborative, address the elephant in the room by saying, “It seems like we’re stuck” or “It seems like we’re not addressing our customers’ issues or our business issues with our usual commitment.” Then begin to break down the behaviors. Identify the fears that exist. There may 20 or 40 or 60 (fear of losing the business, fear of change, fear of the unknown, etc.). By naming them, you also diffuse them. The more you communicate, the more you can plan how to address them. Regular discussions about fear can then help you pivot to build more trust. Anticipate what you can do to address various scenarios. Make your tentative plans. When you adopt one plan, you can then modify it together as you learn. 

Fifth, create space and time for people to have hard conversations. Encourage open communication without criticism and judgment. It’s a powerful and healthy habit to experience and institute in any organization.

Sixth, acknowledge that during uncertain times, especially those outside of your control, that you will make decisions. Some will work; some won’t. But you’ll learn from all of them. Share widely what you are learning. Pivot from being stuck in your thinking and actions to being strategic. Help everyone to keep adapting toward the future. 

United the management and the employees can go through tough, uncertain times that are out of their control. But through deliberate conversation together, more creative options can be considered and chosen.

Marcia's Leadership Q and As: What’s the Agenda You Need?

Q. In recent meetings, I noticed both our Board members and executives aren’t discussing the impending challenges that could impact our business. Why not?

A. Executives must identify and have the tough conversations about what can abruptly impact their business. Some may be aware of impending issues, and sometimes they are blind-sided. Or their organization is impacted with the unknown. Boards and teams have discussed plans and how to respond rapidly to crises. Others don’t anticipate and must scramble when faced off-guard. Others deny the catastrophe, and fear paralyzes them; they do little or nothing. There’s a full range of responses. Some executives have courage while others support each other and stay in denial. 

It is the Board’s job with the executive team to continually be aware of and discuss the priority issues the organization faces. Identifying all the major issues is essential; maybe there are ten to twenty issues. Then focus on a few that could be a threat to the survival of the business. Others will impact the company to a lesser degree. Key is also to see how the priorities are inter-related. 

Mindset. There are epic issues and some that seem out of your control. But whatever the issues, it’s necessary to discuss how to address them. 

Issues. Consider if your Board and leadership team have addressed cybersecurity, artificial intelligence (AI), geopolitics, supply chain disruption, climate mitigation, employee engagement and retention, and many more. Have your teams created the policies, strategies, operational plans, and communication channels to address any or all of these in case of a crisis? 

Assessment. A continual assessment of impending threats (and opportunities) for your organization is crucial. Whether you’re a Board member or executive for a $100 million or multi-billion-dollar global operation, you are accountable for the system you guide and the results it delivers. 

Agenda and Decisions. Have you identified together the topics that must be on your agenda and the decisions that you must consider? Have you discussed the near and long-term viability of your organization and how any of the issues above impact the business?

Marcia's Leadership Q and As: Which Way Do Leaders Lead?

Q. Our teams are floundering with anxiety. How can we help?

A. Leaders and their teams are facing some uncertain times. There are methods and conversations to have to ease the uncertainty and coalesce toward your goals. 

Part of the method to deal with any stress and uncertainty is to name it and discuss it together. Whether you spend 15 minutes, three hours, or a day, having substantial conversations is a deterrent to the unknown. Together, remember you know a lot, articulate your goals, creatively decide together how to achieve them, and make your plan. 

Discuss what fears and challenges you face. By talking about them, you may be surprised how you can calm them because you address obstacles together. 

A relevant exercise is also to brainstorm about the leadership skills you have and what you aspire to. What do you need? How can you develop it together? Support how you can build your knowledge together. Perhaps it’s reading and sharing an article that is relevant to your organization or industry. Perhaps it’s taking a class or attending a conference. The more knowledge you build, the easier it is to tackle tough problems. 

The key is not to shirk the responsibilities you share or to hide from reality. The faster you put issues out on the table, the faster you can decide what your solutions will be. 

It’s helpful to also remember that tough times don’t linger. There are ups and downs in life and work. The key is to remember your goals, listen and support each other, communicate often and effectively. Find joy everyday in your life and work.

Marcia's Leadership Q and As: How to Achieve Your Goals

Q. Our company and our teams are struggling to achieve our goals and the results we need to be consistently profitable. What can we do?

A. When either individually, as a team or department, or as an organization you’re not achieving the goals you need to, it’s time to stop doing what you’ve been doing. It sounds like you’re mired in complexity and waste. Take a day or week to assess several key points. 

First, what is your aim? What are you trying to accomplish? Are you clear and does everyone understand it? How will everyone contribute to it? 

Second, identify who the customer is and what they need and want. How do you know? Have you talked to them? Have you observed them using your product and service? Have you been a customer for a day, to experience your customer service and technical support, and their access to you? 

Third, gather the people and ask, “How will we accomplish this goal?” Listen to the ideas. Try some of them (not all of them at once.) Make a plan. Continue to implement and continue to improve everything you’re doing. 

Fourth, measure your progress with a few key data points. When you’ve all done the work, measure your success. Discuss how to improve it. 

If you’re not accomplishing your goal, it’s also essential to discover what the barriers, waste, fears, and complexity is getting in the way of your success. Remove it. Focus and prioritize.

Marcia's Leadership Q and As: Is Your Leadership Relevant?

Q. What will our organization’s competitive edge be as we face this year’s challenges?

A. Every year leaders and their teams face ongoing as well as new issues that need to be identified and considered. There are external challenges such as economical, political, regulatory, financial, new trends, societal, new competitors, innovation and disruption, and technological. Internally companies face their ability to be creative and innovative and to engage and retain their employees in a healthy, productive workplace. They invest in their employees so that they serve their customers with almost unprecedented satisfaction. 

Where’s the competitive edge? Initially and repeatedly, the competitive edge lies with your products and services. But over time, the greatest competitive edge is human. It’s how you interact with your customers about your products and services. 

People can be resilient, strategic, tenacious, and quick! Those traits are fundamental to achieving a competitive edge. Being not only able to improve, but to innovate, transform, and create different products and services will find that new markets emerge. 

Surviving and thriving into the future means envisioning what’s possible and how new ideas can make a difference in the future. Innovators let go of the status quo and believe there are boundless unknown opportunities. 

Organizations that achieve a competitive edge maintain an obsessive connection with their customers. They also generate and implement ideas continually. Frequent, deep conversations about how the customer is using the products or services open doors to achieving unique differentiation and potentially new markets.

Marcia's Leadership Q and As: Plan, Don’t Panic!

Q. Despite the nation being in havoc with unknowns in politics, the economy, the stock market, AI and digital transformation, and more, we need to lead! What do we need to address and have on our radar?

A. Leaders serve two close “markets.” They serve their employees who serve their customers (and beyond, the community, industry and nation) the sustainable health of these two groups are your foundation for survival. 

Great leaders are investing in their employees, especially in challenging times. They develop the natural leadership in all staff, invest in training and professional development so the teams can upscale their contributions to improve the business. Communicating the values in words and actions also guide an organization if they face ethical dilemmas. 

Frequent interactive, two-way communication is imperative to tap in on the ideas for problem-solving, improving, and innovating. The more engaged and appreciated the employees feel, the higher the work satisfaction is and the lower the turnover rate is. 

Deepening customer experiences and exploring to know what customers want and need (starting with quality and the right speed) is the lifeblood of any organization. Do it well, do it bold, do it with respect. These are all fundamental traits for superior customer relationships. Success begins with the trust and relationships that are built. 

The ability of the company and staff to pivot, adapt, build sustainable processes and products, all become a business priority. Adapting to disruption in the economy and marketplace is why leaders need to navigate and be nimble.

Discovering, experimenting, and adopting cutting edge technology and becoming proficient with AI, data analysis (not paralysis), work models are tools that help organizations achieve a competitive edge.

Marcia's Leadership Q and As: Women Who Help Women

Q. There are more and more women’s conferences, support groups, and women aspiring into more executive and Board roles. The progress seems slow. Why?

A. For the women who have succeeded moving into the C-suite or onto Boards, how did they progress? Certainly, they worked hard. And has anyone helped them? 

As women of influence are periodically honored by the media and colleagues across the nation, we see women are recognized. But are they achieving more success in obtaining Board seats, moving into the C-suite, or making a difference? 

The relevant question to address today is, how are women helping women? Groups come together and network. But are they achieving progress and success in helping catapult other women and sometimes their friends into impactful, influential positions? 

There are two reflective questions. One is, “How often are you referring women you know to others for a position, a Board seat, a speaking engagement, or any place she could add value? How often are you being supportive? The second question is, “How committed are you to mentoring or influencing other women without expectation of anything in return?” 

Many men refer, sponsor, and guide women into new fulfilling career paths. While they still have more of the executive positions, many are committed to supporting women’s career growth.

The question is, how are women supporting other women’s career growth? Do they fight to pay them what they’re worth? Do they open new doors and invite them to important events or conferences to share their wisdom on panels? A question of reflection, how are you doing in actions?

Marcia's Leadership Q and As: Stop Waste to Achieve More!

Q. Planning is underway for this year. How can we accelerate our decision-making and our results?

A. Management often plans what to do. But there are two parts that can be further optimized. One, a significant part of planning that many teams overlook is to determine what not to do. If there’s too much to accomplish, the results are minimal and don’t serve the customers sufficiently. Focusing on achieving a few issues well is more effective than diluting the problem-solving and achieving less. 

    Second, assess what the barriers to success are and remove them. Organizations are full of waste and complexity. When those are identified and reduced, success emerges, and revenues and profits can increase. 

    Focusing on the future accomplishments that matter and are tied to the customers make a difference. The results are not only financial, but also help create a workplace where the work, communication, ideas, and information flows smoothly, and the customers benefit. When customers are happy with the quality of products and services, they become your ambassadors for success.

Marcia's Leadership Q and As: An Unbelievable Culture—It’s All About Leadership!

Q. Why is it that some organizations are so healthy and engaging while others are toxic and dysfunctional?

A. In the past few months (and many decades, too), I’ve observed and experienced a variety of organizational workplaces. Across all sectors from private companies to global corporations, education, healthcare, government, and non-profits, there are environments that are full of ideas, sharing and caring, high productivity, innovation, and unprecedented results. The other extreme is built on a foundation of chaos, busyness, stress, fear, arrogance, bullying, and a drive to succeed that can negatively impact success. Yet there are some dysfunctional workplaces that are also successful because people are driven to perform, and they do so to make a living.

There are the extreme work environments, but why do the differences occur? Recently my colleague and I visited a division of a very large media corporation, but this visit was like no other! From the warm hello when we walked in the door to the introduction with every staff member over several hours, we not only received a friendly greeting, but a warm, welcoming, engaging interaction! In more than 25 years of touring, assessing, and consulting, this was a rare experience.

Throughout the tour, I started pondering, what’s different here? How is this culture so incredibly warm? It’s not just a few people. It’s everyone. This high-stress and high energy work environment lived its common values.

At the core is leadership! Leaders who create a system where people not only identify their values together, but create the systems and processes to interview, hire and train for them have a foundation where people are one family. The team experiences support and collaboration under their high stress work (media reporting and breaking news.) Through the strain, they know they’re not alone. They can trust that everyone has each other’s back.

Leaders develop more leaders. No one needs to be arrogant or competitive because they are helping each other be the best they can be. Creating more teams and organizations across all sectors like this media corporation is a magical win-win in society. Let’s create it and help make a bigger difference and impact for the future.