C-Suite Network™

Menu
Search
Close this search box.

Category: Entrepreneurship

Categories
Entrepreneurship Leadership

The 3 Ts of Success: Trust, Talent & Tenacity

When you meet Miles Nadal, you immediately understand you’re in the presence of someone exceptional. But it’s not just the accolades or the billions under management that define him—it’s his unwavering belief in the power of human potential, his commitment to partnerships grounded in values, and the incredible generosity that has marked every stage of his life.

It’s been more than a decade since I first met Miles, and I’ve never forgotten that moment. I walked into that meeting knowing I was about to speak with a wildly successful entrepreneur, someone who had built a $3 billion holding company from a $500 loan. But I walked out knowing something far more important: that Miles Nadal is the kind of leader who doesn’t just scale companies — he elevates people. His presence arms you with the belief that even the impossible is entirely achievable.

Today, as the founder and global chairman of Peerage Capital, Miles leads one of North America’s top 10 residential real estate brokerage firms, with strategic platforms spanning Peerage Realty Partners, Peerage Wealth Management, and Vaultra Self Storage. Together, these businesses are shaping industries, managing over $18 billion in assets, and operating nearly 3 million square feet of storage space.

But Miles’s origin story isn’t about privilege. It’s about grit.

He grew up in a modest two-bedroom apartment in Toronto. His family never owned a home. “It’s a reverse family enterprise,” he told me with a smile. “The first two people I hired were my parents.” With $500 from a Visa card and a whole lot of necessity-driven creativity, Miles began building what would become a global empire.

For Miles, success wasn’t about status but of survival. “Failure wasn’t an option,” he said. “If I didn’t figure it out, we’d all be on the street.” And figure it out, he did. With each challenge – from skyrocketing interest rates in the 80s, Black Monday in ’87, and the dot-com bust — Miles met adversity not with fear, but with persistence, partnership, and a belief in people.

It’s this belief that sits at the heart of his now-iconic partnership model: a structure that allows Peerage to own majority stakes while empowering the original owners to retain meaningful equity. “When people feel like true partners—manual, emotional, and financial stakeholders—they’ll help you build something greater than you could ever achieve alone,” he explained.

And build they have. But Miles hasn’t just built businesses; he’s built communities. He’s redefined what it means to be a successful entrepreneur by weaving impact and philanthropy into the very DNA of his leadership.

One of his most formative experiences came as a child when he was given a subsidized opportunity to attend summer camp at what is now the Miles Nadal Jewish Community Centre in Toronto. That experience stayed with him. Thirty years ago, even when he had only modest means, he made a multi-million-dollar pledge to revitalize the center; a pledge he later fulfilled with over $20 million in investments. “That was my first real ‘give,’” he told me. “And it was all about giving back the same opportunity I had.”

That same generosity led to his transformational work in Regent Park and other underserved communities. When asked why he gives so much, he didn’t hesitate. “Because I’m selfish,” he said with a grin. “It just feels so good to help others that I want to do more of it.”

That’s the essence of what we call a Hero Leader — someone who builds, not just for profit, but for purpose. Someone who leads with heart and humanity. Miles is exactly that.

And while his business acumen is unmatched, what struck me most was his humility. “I don’t think of myself as extraordinary,” he said. “I’m just an ordinary guy trying to do extraordinary things.” He lives by the quote from the legendary Jimmy Valvano: Every day, in every walk of life, ordinary people accomplish extraordinary things.

That mindset, combined with his insatiable curiosity, drives him even now. “I still believe my dreams exceed my memories,” he told me. “There’s so much more I can learn, and so many ways I can grow—as a leader, a partner, a father, a friend.”

His principles of partnership are nothing short of brilliant—simple yet profound. Only partner with people you’d want to spend a weekend with. Only partner with those who love animals. Only partner with those who know how to count. And only partner with people who understand that luck, humility, and kindness are just as critical as strategy and ambition.

Miles shared with me that his phone holds over 23,000 contacts—each one a potential story, a connection, a collaboration. “You never know who you’ll meet and what that might lead to,” he said. “Just ask three questions: What’s your name? Where are you from? What do you do?”

In a world that moves at breakneck speed, Miles Nadal reminds us that meaningful success is built on trust, talent, tenacity—and heart. He’s not just building companies. He’s building lives. And for those of us lucky enough to know him, learn from him, or work alongside him, we are better for it.

Miles, thank you for leading by example. For daring to dream. And for showing us that the best leaders aren’t just the ones who rise to the top—they’re the ones who lift everyone else up along the way.

Watch the full interview on C-Suite TV or listen to the podcast on C-Suite Radio (or whatever platform you listen to podcasts).

Categories
Entrepreneurship Human Resources Leadership

Executive Blind Spots: What Your Team Sees That You Don’t

Leadership is a privilege, but it comes with blind spots.

As executives rise in rank, they gain authority, vision, and the power to shape outcomes. But too often, they lose access to ground truth. Feedback becomes filtered. Conversations become curated. And the very position designed to guide the organization forward becomes separated from the reality on the ground. This isn’t about ego. It’s about proximity. And the higher you go, the harder it becomes to see what your team experiences every day.

Understanding your blind spots isn’t a weakness. It’s one of the strongest things you can do as a leader.

1. The Illusion of Alignment

Executives often operate with the best intentions, delivering town halls, setting bold strategies, and communicating vision. But they rarely validate how that vision is received or interpreted. Employees may nod in agreement during rollout meetings but leave unclear about how the new direction affects their day-to-day. Middle managers may misinterpret or cherry-pick parts of the plan based on what’s feasible for their teams.

Without intentional feedback loops, misalignment festers, until projects stall, teams duplicate work, and results lag.

2. Feedback Filters and the Cost of Silence

At lower levels of the organization, feedback flows freely. Colleagues share ideas, vent frustrations, and problem-solve in real time. But as you rise, that candor gets lost. Your words carry more weight. Your presence creates pause. Suddenly, people stop telling you when something’s broken, they start telling you when it’s “almost fixed.”

What you hear may be respectful, but it may not be real. And over time, that filtered feedback can lull leaders into a false sense of effectiveness.

3. The Culture Gap Between C-Suite and Staff

You believe in your company’s values. You stand behind your vision. But what does it feel like to work here for someone three layers down? Culture lives in the moments leadership doesn’t see, how feedback is received, how decisions are explained, and whether employees feel heard in meetings they’re not invited to.

Blind spots in culture are dangerous. They can mask bias, diminish inclusion, and discourage initiative. Worse, they lead to retention risk when people quietly disengage.

4. Strategic Overconfidence

It’s easy to become emotionally invested in your own ideas, especially when they’re based on your experience or personal vision. But strategic overconfidence is a trap, it can cause leaders to ignore red flags, delay pivots, or view dissent as defiance. Blind spots here look like declining performance that’s rationalized away. They show up in overfunded projects with dwindling ROI. They’re reinforced by teams too afraid to challenge assumptions.

5. The Operational Disconnect

Executives often don’t experience the systems they approve, the clunky tech, confusing processes, or bottlenecks in cross-functional work. Over time, this leads to underinvestment in areas that are slowing down the business.

The leadership blind spot here is believing that because a system is in place, it’s functioning. Or worse, because the system works for your team, it must be working for everyone.

6. The Leadership Echo Chamber

Executives are often surrounded by other high-level leaders who share similar outlooks, language, and experiences. While this can create strategic momentum, it can also produce tunnel vision. This echo chamber can drown out emerging trends, rising talent, or unconventional ideas from lower levels of the organization. It rewards those who think alike and sidelines the challengers who could sharpen your thinking.

What Happens When Leaders Acknowledge Their Blind Spots

When executives intentionally create systems to surface what they can’t see, everything changes:

  • Decisions become more inclusive and sustainable.

  • Culture becomes more responsive and human.

  • Talent stays longer because their input shapes direction.

  • Risk gets managed earlier because dissent isn’t buried.

Great leaders don’t just build strategies. They build visibility. They lead from behind the podium and alongside their people.

Case Insight: A Distribution CEO Confronts the Gap

A regional distribution firm was underperforming despite high demand. The CEO, confident in her strategy, believed the bottleneck was external. But internal attrition and manager burnout told another story.

A facilitated culture audit revealed multiple blind spots: outdated systems, unacknowledged burnout, and a disconnect between corporate initiatives and frontline priorities.

To her credit, the CEO took immediate action. She launched listening sessions, re-prioritized operational support, and shifted KPIs to measure internal satisfaction alongside productivity. Within six months, turnover dropped by 19%, and operational efficiency jumped.

The result? A stronger, more aligned leadership brand and a company that trusted itself again.

Categories
Entrepreneurship Leadership Personal Development

The Importance of Integrity & Strong Values in Leadership

The Importance of Integrity & Strong Values in Leadership

I happened to spend an entire career in the private club sector of high-end hospitality. What began as a 14-year-old after-school job evolved into serving Presidents, Heads of State, Sheiks, Shahs, Senators, Foreign Ambassadors, and a despot or two on occasion. Not that I had much choice, as serving in the military as an Officer’s Club Manager (among other duties) meant that I served those who were present at whatever club or embassy event it required.

The first time I ever heard the infamous quote from the 1920s-50s comedian about not being a member of a club that would accept him made a lot of sense when considering some of my members. In my courier work (part of the same Air Force specialty code; club management, protocol office, or general’s aid), that least bothered me, as “shut up and drive” were some of my best days back then.

In the high-stakes game of leadership in any sector of business, whether for or not for profit, FBO, NGO, or a Benefit Foundation, it is integrity and solid values that are about as indispensable as a good punchline at a Marx Brothers dinner party. Leaders without a sturdy set of principles often find themselves tangled in a web of conflicting decisions and compromised integrity— much like a cat trying to navigate a room full of rocking chairs.

The Perils of Fluid Values

Some leaders approach values like a chameleon at a costume party, changing their principles to fit every situation and audience. This might seem like a clever strategy to keep everyone happy and avoid ruffling any feathers, but it usually leads to a lack of trust and respect faster than you can say “contradiction.” When values are as negotiable as the price of a used car, decision-making becomes a chaotic dance of confusion. Followers end up wondering where their leader stands—probably somewhere between “maybe” and “I’m not sure.”

 “These are my principles, and if you don’t like them…well, I have others” is a quote from one of the many quips uttered by Groucho Marx. The appeal of fluid values is their ability to make everyone feel included, like a buffet where everyone can find something they like. However, this approach turns leadership into a lukewarm soup of inconsistency. A leader who constantly shifts their principles sacrifices the stability and clarity that effective leadership demands. Without a clear set of values, leaders become like weathervanes in a hurricane, spinning wildly in every direction, often at the expense of ethical considerations. And after working in this world so long, I can attest to more than a few handfuls who are like dandelion wisps in an easterly breeze.

The Role of Strong Values in Decision-Making

On the flip side, leaders with strong, well-defined values are like sturdy lighthouses guiding ships through stormy seas. These leaders inspire confidence and loyalty because their followers know exactly what they stand for—no surprises, no guesswork. Strong values act as a guiding light, helping leaders navigate complex and challenging scenarios with integrity and consistency.

Not to go all serious on you, but take time to consider the following statement that well sums up how man and integrity should be one in the same:

 

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows, in the end, the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.
– Theodore Roosevelt, excerpt Citizenship in a Republic (1910)

 

 

Our man “Teddy” knew what it meant to say what you mean and mean what you say.

When faced with tough choices, leaders with a solid moral foundation can lean on their principles to find the right path. This clarity cuts through ambiguity like a hot knife through butter, fostering a sense of purpose and direction. Moreover, leaders who stick to their values, even when it’s as inconvenient as a pebble in your shoe, earn the respect and admiration of their followers. They demonstrate courage and authenticity—qualities that are as essential to leadership as a good joke is to Groucho Marx.

Integrity: The Cornerstone of Leadership

Integrity is without doubt the cornerstone of effective leadership—like the secret ingredient in a recipe for success. Nothing can substitute for it. It’s the quality that binds a leader’s actions to their values, ensuring they act with honesty and consistency. Leaders with integrity don’t waver in the face of adversity; they stand firm on their principles, providing a model of ethical behavior for others to follow.

Groucho’s witty observation points out a critical flaw in some leaders: the absence of a steadfast commitment to their values. Leaders who are willing to abandon their principles for convenience or approval lack the integrity needed to lead effectively. Integrity involves making tough decisions that may not always win a popularity contest but are rooted in a strong ethical foundation.

The Legacy of Values-Driven Leadership

 

Values-driven leadership leaves a legacy that extends beyond the immediate decisions of a leader. It shapes the culture and ethical framework of the entire organization. Leaders who prioritize integrity and strong values set a standard for others to emulate, creating an environment of trust, respect, and accountability.

Historical examples abound of leaders whose legacy is like a beacon for the world due to their unwavering commitment to their values. Figures like Mahatma Gandhi, Nelson Mandela, and Martin Luther King Jr. are celebrated not only for their achievements but for the integrity and moral courage that defined their leadership. Their steadfast adherence to their principles, even in the face of immense challenges, serves as a powerful reminder of the importance of values in leadership.

Leadership without integrity and strong values is like a comedy act without punchlines—fundamentally flawed and lacking impact. While fluid values might seem appealing for their ability to avoid conflict and keep everyone happy, they ultimately lead to inconsistency and a lack of trust. True leadership requires a steadfast commitment to ethical principles, providing a clear and consistent guide for decision-making.

Leaders who embody integrity and strong values inspire confidence, foster trust, and create a lasting impact on their organizations and society. As Groucho Marx’s quip suggests, leaders must choose their principles wisely and stand by them, for it is through this unwavering commitment that they earn the respect and loyalty of their followers.

And remember, in the words of Groucho, “I refuse to join any club that would have me as a member.” Choose your principles and stick to them, because integrity is the club you definitely want to be a part of.

 

Categories
Best Practices Entrepreneurship Technology

The Missing Piece: Patients and the Diagnostic Error Puzzle

Misdiagnosis: AI Can Help, But Let’s Get Real First

Jolly Nanda | June 4, 2025

Misdiagnosis is the annoying houseguest that refuses to leave modern medicine. Despite flashy new tech and miracle drugs, millions of patients are still affected every year. The sheer complexity of human health, a mess of fragmented medical records, and doctors juggling patients like a circus act, means even the best practitioners are set up for failure.

As someone who’s been swimming in the healthcare tech and patient advocacy pool for years, I’m calling it: we’re at a turning point. Artificial intelligence, fueled by real-time patient data that isn’t ancient history, has the potential to completely shake up how we spot and react to the unique SOS signals our bodies send. If we do this right, AI can break the misdiagnosis cycle and kickstart an era of personalized care that actually is.

The Shocking Stats on Diagnostic Errors

Diagnostic errors are a leading cause of preventable harm in healthcare. A 2022 study in Diagnosis revealed that nearly 800,000 Americans suffer permanent disability or death annually due to these errors. 1 Government estimates suggest up to a staggering 12 million diagnostic errors happen each year in the U.S. 2 The real kicker? Many of these aren’t due to some rare, complicated disease, but simply missing context: a forgotten drug allergy, a test result from a previous doctor collecting dust, a symptom from months ago that never made it to the physician’s radar. These aren’t edge cases; they’re becoming the norm as we get older, more complex, and bounce between specialists.

The Eye-Watering Cost of Getting It Wrong

Diagnostic errors drain the U.S. healthcare system to the tune of over $100 billion every year. 2  This number is misleading, as it is much higher when you add the impact of delay in care that misdiagnosis causes. That’s factoring in extra treatments, those hefty malpractice settlements, lost productivity, and long-term care. And the pain isn’t shared equally. Patients with chronic illnesses, the elderly, the uninsured, and those with complicated medical needs get the worst of it. They’re bouncing between providers, drowning in paperwork, and at huge risk of vital information just vanishing into thin air. This kind of fragmentation doesn’t just widen cracks in the system; it’s like a black hole swallowing people whole. Add to that the havoc it causes when trying to diagnose a rare disease. A 2024 study in the state of Pennsylvania reported a 9.5% increase from 2023.3 4

The Organization for Economic Co-operation and Development (OECD), an intergovernmental organization with 38 member countries that promotes economic growth, prosperity, and sustainable development recently published a working paper stating that the direct consequences for diagnostic errors  on healthcare budget accounts for 17.5% of total healthcare expenditure. In the US, that would amount to $870B each year.5  If you are thinking that this is a US problem alone, let me assure you it is not. It is anticipated that 20-25% of the global population faces this issue. 2

The Problem with How We Do Things Now

Diagnosis has always relied on the doctor’s expertise and, let’s be honest, incomplete, and stale information. Medical records are often locked away in separate systems. Patient histories are spotty, especially if you’ve moved a lot or seen multiple doctors. And, crucially, patients aren’t usually encouraged to be active participants in figuring out what’s wrong.

Your body is constantly changing. The only person who knows what’s really going on is the person living in it. When we don’t capture the patient’s lived experience- the context, symptoms, and little details that you won’t find on a lab report, we miss vital clues. The result? Delayed or missed diagnoses and, sometimes, avoidable harm.

AI: Not a Crystal Ball, But a Powerful Tool

Everyone raves about AI’s ability to crunch massive datasets, but its real power in healthcare is pulling together clinical data with what patients are actually saying. When patients are actively involved, sharing symptoms and concerns, the data gets richer and more relevant. This lets AI flag potential diagnoses, rule out false alarms, and spot patterns that would otherwise be missed.

Now, hold on. It’s tempting to think AI is a magic fix for everything that’s wrong with healthcare. Newsflash: AI models are only as good as the information you feed them. Biases in data, systems that can’t talk to each other, and privacy concerns are all very real hurdles. There’s also the risk of relying too much on algorithms, which should never replace a doctor’s good judgment and bedside manner.

But, there’s growing evidence that AI-powered tools, especially those using real-time patient input, are helping doctors spot early signs of things like sepsis, cancer, and rare diseases. The key is that these systems work best when patients are partners, not just data points.

The Human Element: It’s Still About People

Preventing misdiagnosis requires more than fancy technology. It demands a fundamental shift in healthcare culture, from a “doctor knows best” approach to one where patients are actually heard. Transparency, trust, and genuine partnership is required.

Let’s face it, patients are more than just walking symptoms. It’s time we stop treating them that way! Give them the digital keys to their kingdom, their health data. Make it easy to access, simple to organize, augment, and safe to share. Because frankly, who else knows the full, messy, utterly human story of their health?

We also need to hold ourselves accountable for making sure AI systems reflect the diversity and complexity of the people they’re supposed to help. By combining AI’s analytical power with patients’ lived experiences, we can catch the things that would otherwise slip through the cracks and dramatically reduce the burden of misdiagnosis. This isn’t just about tech; it’s about putting people first.

Sources:

  1. Newman-Toker DE, et al. (2022). Diagnosis. https://doi.org/10.1136/bmjqs-2021-014130
  2. Newman-Toker DE, Peterson SM, Badihian S, et al. Diagnostic Errors in the Emergency Department: A Systematic Review [Internet]. Rockville (MD): Agency for Healthcare Research and Quality (US); 2022 Dec. (Comparative Effectiveness Review, No. 258.) Introduction. Available from: https://www.ncbi.nlm.nih.gov/books/NBK588113/
  3. Everylife Foundation for Rare Diseases (2023) Delayed Diagnosis Study. https://everylifefoundation.org/delayed-diagnosis-study/
  4. Patient Safety trends in 2024. https://www.pslhub.org/learn/research-data-and-insight/data-and-insight/patient-safety-trends-in-2024-an-analysis-of-315418-serious-events-and-incidents-from-the-nation%E2%80%99s-largest-event-reporting-database-21-april-2025-r13222/
  5. Slawomirski, L. et al. (2025), “The economics of diagnostic safety”, OECD Health Working Papers, No. 176, OECD Publishing, Paris, https://doi.org/10.1787/fc61057a-en.
  6. Patient Safety in primary and outpatient health care. JFMPC https://journals.lww.com/jfmpc/Fulltext/2020/09010/Patient_safety_in_primary_and_outpatient_health.2.aspx
Categories
Entrepreneurship Strategy Women In Business

The Human Side of Innovation – Leading with Courage, Clarity, and Conviction

Every now and then, I meet a leader who stops me in my tracks — someone who embodies courage, innovation, and conviction so fully, you can feel the ripple effect of their leadership the moment they speak. Sol Rashidi is one of those people. In this powerful episode of C-Suite Success, Sol takes us on a journey through the evolving landscape of c-suite leadership — and what it truly means to lead in a time when change is the only constant.

If you don’t know Sol Rashidi yet, let me tell you: she’s a force. She’s held eight executive roles, served as Chief Data & Analytics Officer at four Fortune 100 companies, and been named one of the Top 100 Most Influential Women in Technology. But what sets her apart isn’t just her resumé — it’s her fearless approach to creating environments where innovation thrives, people grow, and transformation is real.

 

Human-First Leadership in a Tech-Driven World

One of the biggest takeaways from my conversation with Sol is the urgency — and the opportunity — of redefining leadership in our tech-saturated, AI-powered world. Yes, Sol is a data strategist. Yes, she’s deeply technical. But her lens is unmistakably human.

“Technology isn’t the goal,” Sol shared. “It’s the enabler. People are the point.”

In a world obsessed with automation, optimization, and scale, Sol reminds us that our role as c-suite leaders isn’t to get lost in the tools — it’s to stay grounded in the people we serve and the purpose we fulfill. She challenges us to ask not just what’s possible with tech, but what’s meaningful. What’s ethical. What’s sustainable.

 

From Disruption to Discipline

Sol doesn’t mince words when talking about the realities of c-suite life. Leadership isn’t glamorous. It’s grit. It’s emotional intelligence. It’s being willing to stand alone when you know your decisions are right — even when they’re not popular. That’s especially true when you’re the one tasked with leading transformation.

She shared story after story of being brought in to shake things up — of walking into cultures that needed a reset, strategies that needed overhauling, and teams that needed to believe in themselves again. And every time, she brought the same commitment: results without compromise.

“I’ve never been interested in just checking the boxes,” Sol said. “I’m here to build something that lasts.”

That’s a message every executive needs to hear. Real transformation isn’t about flashy presentations or chasing the latest trend. It’s about putting in the work — cultivating trust, clarity, and accountability until the breakthrough comes. And it does come, if you’re willing to stay the course.

 

Championing Diverse Perspectives

One of the things I admire most about Sol is her unapologetic stance on diversity — not just as a moral imperative, but as a strategic advantage. In a moment of candid reflection, she said, “Being different isn’t a disadvantage. It’s the superpower most organizations haven’t figured out how to unlock.”

Sol has built and led teams across global markets, spanning industries from retail to finance to entertainment. Her approach? Hire differently. Think differently. Reward differently. Because when you make space for multiple perspectives — and actually listen — the ideas get sharper, the strategy gets stronger, and the culture becomes resilient by design.

 

The Call to Modern Leadership

As we wrapped our conversation, Sol left us with a challenge I believe every leader needs to take seriously. The world has changed — and continues to change faster than ever. The next generation of leadership isn’t about hierarchy, control, or charisma. It’s about clarity, courage, and connection.

Here’s how Sol broke it down:

  • Clarity: Have a vision, but make it tangible. Your people need more than big words — they need direction they can act on.
  • Courage: Be willing to do hard things. Say no when others say yes. Say yes when others are afraid.
  • Connection: Remember that leadership is a relationship, not a title. You don’t need to have all the answers. You need to listen, learn, and lead with empathy.

 

A New Standard for the Executive World

What I love about our conversation is how Sol Rashidi gives us permission — and a plan — to raise the bar. Not just for ourselves, but for our organizations, our industries, and the people who are counting on us to lead with purpose.

She models what it means to bring both strategy and soul to the boardroom. And she does it while navigating the realities of being a woman of color in some of the most demanding executive roles in the country — never asking for pity, only for performance.

This is the purpose of the C-Suite Success series: to elevate the real stories of leaders like Sol who are shaping the future, not by accident, but by design.

So, if you’re ready to lead in a new era — one where character matters more than clout, and impact matters more than image — let Sol’s journey be your blueprint.

You can watch the full episode now, or listen to the podcast, and I promise you this: this conversation will challenge you, inspire you, and remind you why you chose the path of leadership in the first place.

Because success isn’t about status. It’s about service. And leaders like Sol Rashidi show us exactly what that looks like.

Categories
Entrepreneurship Leadership Operations

Crisis-Proof Leadership: What Boards Want in Uncertain Times

Uncertainty isn’t coming, it’s here, and it’s staying. Economic shifts, global disruptions, cyber threats, and social unrest are no longer rare. For C-suite leaders, the question is no longer if a crisis will happen but how prepared they are when it does.

Boards are watching. Closely.

They expect more than technical skill and business acumen. Today’s boardrooms want leaders who can remain composed, communicate clearly, and move decisively under pressure. These traits aren’t just “nice to have”  they are non-negotiables.

1. Risk Management Must Be Proactive, Not Reactive

Gone are the days of reactive crisis planning. Boards now expect executives to have well-modeled scenario plans with clearly defined ownership across functions. Regular stress testing of processes, supply chains, and talent pipelines should be standard practice.

Risk isn’t only operational or financial, it’s also reputational and cultural. If your workforce isn’t part of the crisis-readiness equation, you’re exposed. Board members want to see leaders who make risk everyone’s responsibility, not just Legal or Compliance.

Key Question from the Board:
“What risks are we not seeing, and how are you surfacing them?”

2. Communication Is a Leadership Discipline

In a crisis, silence breeds speculation. Boards expect executive leaders to be masters of message delivery. That doesn’t mean sugarcoating, it means communicating early, often, and honestly.

Internally, your people want transparency and direction. Externally, stakeholders demand facts and accountability. The leaders who stand out are those who can deliver tough news without creating panic and provide optimism without making empty promises.

Key Question from the Board:
“Who is your audience, what do they need to hear, and how quickly can you deliver it?”

3. Decisiveness Is the Currency of Leadership in Chaos

Boards don’t expect perfection, they expect movement. Leaders who stall for more data or consensus during a crisis risk losing momentum and control. That doesn’t mean rushing blindly. It means acting with the best information available and adjusting quickly when new data arrives.

An imperfect but well-intentioned decision, quickly owned and corrected if needed, can strengthen credibility. Indecision or hiding behind hierarchy creates instability.

Key Question from the Board:
“When you had to act fast, what did you do, and what did you learn?”

4. Emotional Composure Builds Organizational Confidence

Leadership presence matters most when things go sideways. Boards observe not just what you say, but how you carry yourself. Panic, reactivity, or emotional volatility trickles down fast.

Composure doesn’t mean detachment. It means staying centered while being empathetic and visible. A calm leader creates psychological safety. A volatile one makes people retreat.

Key Question from the Board:
“How do you regulate your response when everything is uncertain?”

5. Culture Is the Real Shock Absorber

Boards are more interested than ever in organizational culture, particularly during instability. Why? Because culture influences how people respond under pressure. If the culture is already fractured, a crisis will widen those cracks.

High-performing companies invest in culture before the storm hits. They build trust, recognition, communication norms, and transparency into daily operations, so that in crisis, teams pull together, not apart.

Key Question from the Board:
“How resilient is your workforce, and what have you done to earn their trust?”

6. Post-Crisis Reflection Is Part of Strategy

The work isn’t done when the crisis ends. Boards want leaders who hold post-mortems, evaluate response gaps, and institutionalize what they’ve learned. The best executives document lessons, revise plans, and make real-time changes to ensure the next disruption is met with even more confidence.

Key Question from the Board:
“What have you changed in the organization since the last disruption?”

What It Means for Today’s Executives

Crisis-proof leadership is a blend of preparation, emotional intelligence, communication skill, and fast thinking. It cannot be faked and boards know it when they see it.

The C-suite must be equipped to handle not just the operations of business, but the psychology of leading through fear, uncertainty, and risk.

How Boardwalk Can Help

At Boardwalk Human Resources Consulting, we help executive teams prepare for uncertainty before it happens. Our work includes risk-aligned leadership development, crisis communication planning, cultural diagnostics, and post-crisis debrief facilitation.

Whether you’re preparing a board presentation or recovering from an internal disruption, we provide the strategic people solutions and executive support to help you lead with confidence, even when everything else is in motion.

Categories
Entrepreneurship Personal Development Women In Business

The Empathy Deficit: Negotiating Connection in a Polarized World

Have you ever felt like the world’s just… louder these days? Like everyone’s shouting, but no one’s really listening?

We’re living in polarized times. It’s not just political debates or social media arguments. It’s at family dinners. In boardrooms. Between friends. Even within ourselves. Lines get drawn. Opinions harden. And suddenly, connection starts to slip away—not because we disagree, but because we’ve forgotten how to disagree with grace.

In this climate, empathy has become a radical act. A form of resistance. A strategic superpower. And at its heart, a core tenet of The Art of Feminine Negotiation.

We’re Not Just Divided—We’re Disconnected

It’s easy to blame algorithms and politics, but the truth is more intimate. We’ve stopped being curious about each other. We’ve replaced conversation with confrontation, understanding with certainty, and vulnerability with performance.

This isn’t just happening in public spaces—it’s happening in our most personal ones, too. In our relationships. Our partnerships. Our communities. And it’s taking a toll.

The result? An empathy deficit. And like any deficit, it comes at a cost: trust erodes, opportunities are missed, and relationships fracture.

Empathy Isn’t Weakness—It’s Leverage

Let’s bust a myth right now: empathy isn’t about being nice or passive or avoiding conflict. It’s not about abandoning your beliefs to make someone else feel better.

Empathy is power. It’s what allows us to understand what’s truly driving someone’s behavior—not just what they’re saying, but what they need. And when we understand that, we can respond more effectively, more strategically, and with far greater impact.

That’s feminine negotiation in action. It’s not about domination. It’s about influence. Connection. Collaboration. Choosing to understand, even when it’s uncomfortable.

Listening to Understand (Not Just to Win)

One of the simplest—and most profound—shifts we can make is to start listening with the intention of understanding, not responding.

Most people listen with their rebuttal already loading. They’re not really in a conversation. They’re in a performance.

But what if we got curious instead? What if we asked questions like:

  • What’s really behind this reaction?
  • What are they afraid of losing?
  • What values are they trying to protect?

Those questions don’t make us weak. They make us wise.

Empathy with Boundaries Is Still Empathy

Now let’s be clear: empathy doesn’t mean tolerating toxicity. It doesn’t mean you have to stay in conversations that are abusive, demeaning, or unsafe.

You can have empathy and boundaries. You can say, “I see where you’re coming from—and I’m sure you prefer to treat people with dignity and respect, but I feel like we’re off track and maybe need to take a step back for now.”

Empathy without boundaries is martyrdom. But empathy with boundaries? That’s leadership. Feminine leadership at its finest.

Reclaiming Empathy as a Feminine Strength

In a culture that often rewards volume over values, choosing empathy is a rebellious act. It takes courage to listen when you’d rather shout. To soften when everything in you wants to armor up. To see the human being underneath the opposing opinion.

But this is exactly the kind of negotiation that changes the world.

It doesn’t always win headlines. It doesn’t always win arguments. But it builds trust. It opens hearts. It lays the groundwork for real, lasting change.

So, How Do We Start?

Here are a few small (but mighty) ways to start negotiating connection—especially when you disagree:

  • Truly listen with a view to understanding. Don’t simply wait for your turn to speak.
  • Pause before reacting. Ask yourself: What’s underneath their position?
  • Lead with curiosity. Replace judgment with genuine inquiry.
  • Use “I” statements. Reduce defensiveness and create space for vulnerability.
  • Speak from your values. Not just your volume.
  • Hold your center. Empathy doesn’t require you to lose yourself—it requires you to remember yourself.

Empathy is not a soft skill. It’s a powerful negotiation tool. And in these noisy, divided times, it might just be our most valuable currency.

Let’s be the ones who bring it back.

Categories
Entrepreneurship Leadership

From Adversity to Altitude — Redefining Success on Your Own Terms

What defines success?

It’s a question we all face at some point, and if we’re lucky, we get to redefine it on our own terms. On this episode of C-Suite Success, I had the great honor of speaking with someone who has done exactly that—and helped countless others along the way: James W. Keyes. Or, as I know him, Jim.

Jim is the former CEO of not one but two iconic Fortune 500 companies—7-Eleven and Blockbuster. He’s a bestselling author, philanthropist, commercial pilot, artist, and a true modern-day Renaissance man. Whether he’s shaping the future of education, serving on the boards of elite institutions, or flying high (literally), Jim’s life is a masterclass in leadership, service, and possibility.

When Jim joined me for this conversation, I asked him to define what success meant for him. His answer was as insightful as it was personal. He recounted a transformative moment: walking across the campus at Columbia University—years after attending graduate school there—and seeing a student wearing a T-shirt that read: “Education is Freedom.”

That moment became the seed for his book Education Is Freedom: The Future Is in Your Hands, and a turning point in his own understanding of success. “It stopped me in my tracks,” Jim said. “I realized I had thought it was all about the money. I was wrong. It’s about freedom—the freedom to learn, to grow, to chart your own path.”

That freedom, as Jim powerfully shared, doesn’t come from a paycheck—it comes from knowledge. “I learned how to learn,” he said, “and that means I can pivot, evolve, and do anything.”

It’s no accident that Jim became a pilot. “The sky’s no longer the limit,” he told me. “It’s just the beginning.” But what he said next struck even deeper: he sees every opportunity to learn not as a checkbox, but as a responsibility. “Even as a pilot, every year I go through intensive training. They lock me in a simulator for three days and try to kill me,” he joked. “Because learning is ongoing. To lead, you must continue learning. It’s a license to learn—not a finish line.”

We spoke about success not as a destination, but a journey of resilience—one that, in Jim’s case, began long before the boardroom. From a turbulent childhood marked by instability and adversity, Jim developed the grit and perseverance that would later serve him through some of the biggest corporate storms in modern history.

Jim didn’t just lead companies—he led them through crisis. At 7-Eleven, he joined just before the 1987 market crash. At Blockbuster, it was the 2008 financial meltdown. But what many would call setbacks, Jim saw as fuel. “My childhood prepared me for this,” he said. “I had no safety net. So I learned to ask: ‘How do I figure this out?’”

When 7-Eleven filed for bankruptcy, Jim leaned in. “Everyone around me had their heads down, but I chose to see the opportunity. We had to reinvent ourselves.” That mindset didn’t just lead to a turnaround for the company—it earned Jim a promotion and set the stage for the strategic vision he’s known for today.

As we talked, it became clear that Jim’s view of leadership is deeply rooted in this idea of transformation through change. In his words: “Change equals opportunity.” That’s not just a mantra—it’s the title of a chapter in his book, and the throughline of his career. He’s the kind of leader who runs toward disruption, not away from it.

But what makes Jim so exceptional—beyond the accolades and board seats—is his heart. He’s a passionate advocate for education, equity, and community. From founding the Education Is Freedom Foundation to serving on the boards of the American Red Cross, Dallas Symphony Orchestra, and Columbia Business School, Jim continues to give back with purpose and impact.

I asked Jim what it was like to be a man who wasn’t expected to “do even a tenth” of what he’s accomplished—and his answer was disarming in its humility. “One one-thousandth, maybe,” he smiled. And yet, with every barrier he’s broken, he’s created a pathway for others.

Our conversation was a powerful reminder: success is not about titles, trophies, or tenures. It’s about who you become in the process—and who you lift up along the way.

Jim Keyes is a walking testament to that truth.

So, here’s the takeaway for all of us in the C-Suite community and beyond: define your own success. Own your freedom. Keep learning. Embrace change. And when the world hands you turbulence, find the opportunity to fly higher.

Watch the full interview on C-Suite TV or listen to the podcast on C-Suite Radio (or wherever you listen to podcasts).

Categories
Entrepreneurship Personal Development Women In Business

Negotiating Mother’s Day: Not a Hallmark Holiday

Let’s be honest—Mother’s Day isn’t a Hallmark holiday for everyone.

Sure, it’s meant to be a day of celebration—of soft embraces, flowers in bloom, and handwritten cards filled with gratitude. But for many, this day doesn’t feel like a celebration. It feels like a reckoning. A reminder. A wound.

Celebrating Mother’s Day without my own mom is still new to me. After years of watching her slip further and further away—first physically, then mentally, as dementia and Alzheimer’s slowly stole the woman I knew—her absence now feels both quiet and deafening. Even before she passed, I had already started grieving. Losing someone in fragments is its own kind of heartbreak.

I know I’m not alone in that. So many of us carry complicated relationships with the idea of motherhood—whether we’ve lost our mothers, never had the mother we needed, are navigating estrangement, have struggled with infertility or pregnancy loss, or are mothers ourselves, trying to live up to impossible standards while quietly wondering if we’re getting any of it right.

So how do we negotiate a day like this when it doesn’t match the script?

Honor Your Truth

The first and most important step? Allow yourself to feel what you actually feel—not what you think you should feel. Grief. Anger. Relief. Loneliness. Gratitude. All of it is valid. There’s no gold star for pretending everything’s fine. Give yourself permission to show up exactly as you are.

That might mean stepping away from social media for the day (or the weekend). It might mean skipping the family brunch or choosing not to send a card. You get to define what Mother’s Day looks like for you. That’s not selfish—it’s self-honoring.

Reframe the Day

If traditional Mother’s Day celebrations don’t resonate, reframe it. Instead of focusing solely on the mother you’ve lost—or the one you never had—consider expanding your definition of “mothering.” Maybe it’s a mentor who guided you when you needed it most. Maybe it’s a sister-friend who always shows up. Maybe it’s you. Yes, you—mothering yourself with tenderness and care in the way you may have longed for.

Try creating a new ritual: light a candle, write a letter, go for a solo walk, donate to a cause that uplifts women and girls. These simple acts can turn a painful day into a sacred one.

Set Boundaries with Grace

If your relationship with your mother—or your child—is strained, Mother’s Day can dredge up a lot of guilt and emotional landmines. Remember: it’s okay to draw boundaries. In fact, it’s necessary.

You don’t owe anyone your peace.

Set limits on the conversations you’re willing to have. Choose not to engage in forced rituals that leave you feeling depleted. Boundaries aren’t walls—they’re doorways to self-respect and healing.

Make Space for Grief and Gratitude

Grief and gratitude are not opposites—they often sit side by side, holding hands. You can miss your mother deeply and still be thankful for what she gave you—or what you’ve learned in her absence. You can resent the pain and still celebrate the love. It’s not a contradiction. It’s what makes us beautifully human.

For me, I miss the sound of my mom’s voice. Her laugh. Her stubbornness. I miss the way she could sometimes read my mind it seemed. But I also hold onto the lessons she passed down—about strength, resilience, and speaking truth, even when it’s hard.

You’re Not Alone

If this day feels heavy, know this: you are not alone. You’re not broken. You’re not bitter. You’re just real. And real is something to be celebrated—especially in a world that so often expects us to gloss over the hard stuff in favor of shiny surface smiles.

So whatever Mother’s Day looks like for you this year—whether it’s joyful, painful, quiet, loud, or some tangled mix of all of the above—I invite you to negotiate it on your own terms. Make space for your truth. Show yourself radical compassion. And remember: there’s power in rewriting the script.

Categories
Advice Entrepreneurship Leadership

Perception is Power: Why How You’re Seen Determines What You Lead

By Shelley Majors, Founder & President, Boardwalk Human Resources Consulting

Perception isn’t about vanity. It’s about influence. It’s about whether people trust you, follow you, or invest in your vision. In business, perception shapes outcomes long before data is analyzed or contracts are signed. It determines who gets the opportunity, who commands the room, and who earns lasting respect.

You can be brilliant. You can be prepared. You can be ethical. But if people don’t perceive that about you? It doesn’t matter. That’s the hard truth.

As C-suite leaders, we tend to prioritize strategy, data, and execution. And yes, those are critical. But perception? It’s often the difference between a leader who inspires action and one who gets left behind. It’s the invisible hand guiding your brand reputation, your employee engagement, your board confidence, and your marketplace relevance.

I’ve spent over two decades advising organizations through mergers, restructures, and culture transformations. And here’s what I’ve learned: The businesses that win are the ones that align reality with perception—intentionally and consistently.

So what does this look like in action?

  • Leadership Presence:
    You may see yourself as transparent, approachable, and supportive. But does your team perceive you that way? If they see you as distant or reactive, trust erodes. People don’t follow titles, they follow how you make them feel. Great leaders take the time to check the perception, not just assume it’s positive.

  • Brand & Reputation:
    You can tell the world that your company values integrity. But if your Glassdoor reviews say otherwise, or your layoffs were handled poorly, the perception tells a different story. And let’s be honest, perception will always speak louder than your press release.

  • Culture & Retention:
    Workplace culture is built on daily interactions, but it’s cemented in how employees perceive those interactions. If your employees feel unseen or unsafe, they will mentally check out long before their resignation hits your inbox. You can’t fix what you don’t acknowledge. That starts with understanding how your people see you.

  • Customer Trust:
    Perception drives buying behavior. If a client perceives your team as disorganized or inconsistent, even if it’s only a one-time slip, you may not get a second chance. Perception shapes your bottom line. Period.

Why This Matters More Than Ever

We’re operating in a business climate where trust is currency. Consumers are skeptical. Employees are burned out. Investors are cautious. In that environment, perception becomes your first and sometimes only chance to stand out, connect, and lead.

Managing perception isn’t about spinning the truth. It’s about owning your narrative, staying emotionally intelligent, and being bold enough to ask, “How do others experience me, my leadership, and this organization?”

At Boardwalk Human Resources Consulting, we work with companies to close the gap between internal reality and external perception. We build strategies that align leadership behavior, employee experience, and communication—so organizations can lead with authenticity and impact.

Because perception, when managed with intention and heart, becomes one of your most powerful business assets.

About Shelley Majors
Shelley Majors is the Founder & President of Boardwalk Human Resources Consulting. With more than 25 years of experience, Shelley helps organizations untangle complex HR issues, rebuild cultures, and lead through growth, change, and crisis. She specializes in M&A, private equity, nonprofit, and mid-market transformations—guiding leaders to create lasting impact by aligning their people strategy with their business goals.