C-Suite Network™

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Growth Operations Strategy

Love Your Business: Scaling and Growth Strategies for Long-Term Success

Love Your Business: Scaling and Growth Strategies for Long-Term Success

Your business isn’t just a source of income—it’s a reflection of your passion, dedication, and vision for the future. But just like any great relationship, your business requires care, attention, and strategic nurturing to grow and thrive. This February, take the time to show your business some love with proven scaling and growth strategies that will set you up for long-term success.

1. Strengthen Your Business Foundation

Before scaling, ensure your business structure is solid. If you’re operating as a sole proprietor, consider forming an LLC or Corporation to protect your assets and unlock tax advantages. A strong foundation prevents costly mistakes and gives you the flexibility to expand without unnecessary risks.

2. Automate and Streamline Operations

Growth often comes with increased workload, but that doesn’t mean you have to do everything manually. Implement automation tools for invoicing, customer management, and marketing to free up your time for strategic decision-making. Efficiency is key to sustainable growth.

3. Diversify Revenue Streams

Relying on a single income stream is risky. Explore additional revenue sources such as subscription services, digital products, or consulting. Multiple revenue streams provide stability and open doors to greater profitability.

4. Leverage Business Credit and Funding

Scaling requires capital. Instead of draining personal savings, build business credit to access lines of credit, loans, and funding opportunities. A well-structured business can secure financing at better rates, allowing you to invest in expansion without unnecessary financial strain.

5. Optimize Your Tax Strategy

Tax season isn’t just about filing returns—it’s an opportunity to maximize deductions and keep more of your hard-earned money. Work with professionals to implement tax-saving strategies like choosing the right entity type, leveraging deductions, and structuring your income efficiently.

6. Focus on Customer Experience

Happy customers fuel growth. Prioritize customer service, engage with your audience, and consistently deliver exceptional value. Word-of-mouth referrals and repeat business are powerful growth drivers.

7. Surround Yourself with Experts

Scaling a business isn’t a solo journey. Partner with experts who can guide you in areas like compliance, financial planning, and strategic expansion. At Controllers, Ltd., we help business owners navigate growth while protecting their assets and optimizing tax savings.

Ready to Scale Your Business?

Loving your business means investing in its future. Whether you’re looking to restructure, secure funding, or implement tax-efficient strategies, Controllers, Ltd. is here to help. Schedule a complimentary consultation today by calling 775-384-8124 or visiting https://calendly.com/controllersltd-info. Let’s build a business you love—and one that loves you back!

Categories
Entrepreneurship Personal Development Women In Business

Is the New ‘Feminine’ Approach to Negotiation Doomed to Failure?

Is the new ‘feminine’ approach to negotiations (and life) a myth that is doomed to failure? Watching the new hit T.V. show, Alpha Males, reminded me of why I started down this path to reframe negotiations. It also got me to thinking about the challenges in making the transition. We’re facing a chicken and egg scenario where it’s easy to fall down the rabbit hole if we don’t bring transparency, vulnerability, and intention to the dialogue (and process).

I built my reputation as an attorney based on an aggressive approach. My clients called me the Barracuda. I made people cry in cross-examination. I didn’t yield or cede. These were seen as my advantage and the source of my power and success. But there was a high cost that came with that approach. When I slowed down to explore its origins, I had my epiphany that everything we’ve been taught about success, power, conflict, and negotiation were based on myths that likely led to the current state of imbalance in the world. And so started my mission.

In my book, The Art of Feminine Negotiation: How to Get What You Want from the Boardroom to the Bedroom, I explore some of the deep-seated conditioning that led to the current competition-based model. I explore how that model disadvantages women and holds them back from stepping into the full force of their authentic power. My models are not gender-based and I believe they benefit men, women and all the spaces in between.

And so, I agonized over whether to use the term ‘feminine’ at all, and whether to write the book for broad application. The message was important for everyone. However, as I researched the unconscious biases and blocks that inform our current models, I felt strongly that women, in particular, had been disadvantaged. I decided to address the so-called masculine/feminine divide head-on to raise awareness about the issue. I also decided that there were some gender-specific issues around conditioning that were better served with books targeting each audience separately.

The new Netflix Alpha Males show reinforces for me why it’s important to write my sequel on The Art of Feminine Negotiation: For Men. The show is a social satire, following the challenges of four 40-something Spanish ‘alpha’ males as they attempt to navigate the changing world and gender roles and expectations. It’s a clever show that highlights the inherent problems in a transition of social mores.

The four best friends, each facing the impact of shifting gender expectations in different ways, all enroll in a course on deconstructing ‘toxic masculinity’. Each has varying levels of resistance, with one going so far as to create his own course on bringing back male virility. And so, the battle lines are drawn. The show perfectly captures the push-back reflex to be expected in any period of social change. It also captures the deep hold of old conditioning and how it reinforces polarizing views that are sure to swell as we challenge it.

Ignoring this reality and pushing a new agenda without inclusion and sensitivity dooms any attempt at meaningful change. The very conditioning that led to the system being re-examined will necessarily create a counterforce. Attempts to undo old models will be met with pushback based on mindsets formed under the old culture. This resistance will inevitably come from both ‘sides’, including those who stand to benefit most from the change.

By contrast, if there is open dialogue, with inclusivity and invitations for engagement, without blame or judgment, then the space is opened to effect meaningful change. Instead of pushing against each other, what if, instead, we pushed up to a higher understanding and impact that better benefits all? In fact, at its heart, that’s the point of the Art of Feminine Negotiation™. Bringing empathy, compassion, and understanding to the table, truly listening to the needs of all parties, building rapport and trust, will invariably yield better outcomes.

So, is the new ‘feminine’ approach to negotiations (and life) a myth that is doomed to failure?

No. I believe it’s the very path that will save us by becoming the best possible version of ourselves.

Categories
Entrepreneurship Personal Development Women In Business

Why You Need to Negotiate with Insurance Companies to Get What You Deserve

Get What You Deserve

The average person spends an inordinate amount of money on insurance over the course of a lifetime, whether for home (or renters), auto, life, and disability coverage. When you factor in health care or benefits coverage the numbers get even higher. And for some, there’s additional coverage required for toys like boats, snowmobiles, ATV’s, etc. Then there’s additional riders required for high end jewelry, art, etc. Suffice it to say, we invest a lot of money to cover our proverbial derrieres.

Yet how much time do you spend negotiating the terms of these important coverages? Or, in the event you need to file a claim, do you negotiate to ensure you get everything you’re entitled to? If you’re like most people, you accept the policies recommended by your broker – no questions asked – or worse, you purchase a policy online with no actual discussion about terms. Let’s make sure you actually receive the benefits of the coverage you seek.

I invite you to make it a habit to negotiate the terms of your insurance coverage and, in the event you need to file a claim, to negotiate to ensure you get everything you’re entitled to. These are significant investments. It’s important to take control over the expenditure at the front end and to ensure you get what you need. It’s also important to take control over the claims process to make sure you get what you deserve at the back end.

Not all policies are created equal. Not all insurance companies are created equal. Not all adjustors are created equal. Some do not even honour the full range of benefits to which their clients are entitled. In fact, over the course of my career as a social justice attorney, I saw countless cases where insurance companies denied legitimate claims and attempted to avoid payouts to which the insured were entitled.

Don’t be one of the many people who, incredibly, accept these denials at face value, thereby not receiving monies deserved and lining the pockets of the insurance companies in the process. I had one case where the insurer denied a claim for disability benefits, where the claimant had been diagnosed with terminal lung cancer (for which he was receiving aggressive chemotherapy), on the purported basis that there was insufficient medical evidence to support the claim! Needless to say, we were successful in getting his full coverage, but only because we challenged the insurer and insisted on negotiating every single entitlement down to the tiniest detail. Many do not negotiate or challenge these decisions at all, accepting them as unassailable pronouncements.

These decrees (decisions) do not come from on high, handed down like Commandments. You have the right to challenge any adverse decisions and to negotiate to ensure you get what you’re entitled to.

At the front end, make sure you negotiate to get the policies you need. Pay attention to exclusions. Do not accept a policy that excludes coverage you’re likely to need. We sought insurance for our boathouse once only to find (when reading the fine print) that the insurer purported to give ‘all perils’ coverage but actually sought to exclude any and all damage caused by water, ice, natural causes and virtually any of the situations that one would need insurance coverage for re a boathouse on the water.

Pay attention to your liability coverages. Pay attention to how you will be reimbursed in the case of loss. i.e. will you get full replacement value at today’s rates or based on the purchase price or just based on the depreciated value of the item. Pay attention to any and all exclusions. I’ve seen people fail to negotiate out provisions that left them without coverage to actually cover their losses. Or worse yet, I’ve seen people denied coverage altogether on the basis that they fell within a buried exclusion.

Negotiate to get the coverage you need.

At the back end, in the event that you need to file a claim, review your policy and ensure that you receive all the benefits to which you’re entitled. You are not Oliver, begging for a bowl of porridge. Remember these are benefits you’ve paid for and to which you’re entitled. Negotiate your mindset from one of fear or scarcity to one of expectation, abundance, and certainty.

I often see delays in processing claims which leave people without benefits in the interim (i.e. rental cars, early treatment, etc). Be vocal early and often. Keep records of your requests. Insist on reimbursement for items you paid out of pocket while waiting for the insurer to process the claim. Most people walk away from these entitlements.

We once had a kitchen fire (from a faulty dishwasher component). The insurer tried several angles to avoid obligation on the claim based on obscure purported technicalities. They tried to drag their heels. They tried to limit who we could use to do the repairs. They tried to exclude items from coverage altogether. I used the Art of Feminine Negotiation™ A.R.E. F.I.T model, employing rapport-building, empathy, intuition, flexibility and trust-building (all while ensuring I used who I wanted and got what I wanted). But as there was no good faith on their end, ultimately, I had to rely on assertiveness and continue to hold their feet to the fire at every step. Finally, I indicated we’d be filing for litigation and within 24 hours we had full payment on the claim with no further questions asked.

Protect these significant investments by being intentional about how you negotiate them. Negotiate your mindset. Negotiate the terms of your policies. Negotiate to ensure fulfillment. You deserve nothing less.

Categories
Advice Best Practices Personal Development

Pick Your Nos, and Scratch Your Buts

Pick Your Nos, and Scratch Your Buts

I have been drowning in yeses for as long as I can remember.

Not swimming. Not floating. Drowning.

The weight of agreement, of obligation, of being the person who always finds a way—it’s like chains around my ankles, dragging me under. I say yes before I even hear the request. Before I let the silence settle long enough to consider the cost.

The answer’s yes—what’s the question?

It tumbles out like a trained response, a conditioned reflex. A sickness, really. A sickness disguised as generosity, wrapped in the cheap gold foil of being useful. It spills from my lips before my brain even loads the weight of what I’ve agreed to before I measure the distance, the sacrifice, the exhaustion waiting at the end of yet another promise I should never have made.

Yes, I’ll handle it.
Yes, I can fit that in.
Yes, I’ll shift, adjust, bend, twist, contort, and erase myself to accommodate your needs.

Yes—until my lungs burn from holding my breath until my priorities shrivel in the shadow of everyone else’s demands. Until I’m stretched so thin, I could snap with a whisper, yet still, they’ll ask for more.

And they will take.

Not because they’re cruel. Not because they intend to harm. Simply because I have taught them that I will always say yes.

I’ve spent a lifetime training the world to expect my availability, my willingness, my sacrifice. A currency I hand out without checking the balance in my own account. I’ve blurred the line between kindness and obligation so thoroughly that even I can’t always see where one ends and the other begins.

But I am learning.

I am learning that no is not a failure of character.

I am learning that pausing—breathing—before I answer is not selfish; it is self-respect.

I am learning that choosing my yeses carefully does not make me less generous but more intentional.

Because the truth is, I have spent too much time believing that my only choices were between drowning in obligation or vanishing behind refusal. That if I wasn’t everything to everyone, I would be nothing at all.

But somewhere between martyrdom and withdrawal, between depletion and detachment, there is balance.

And I am determined to find it.

I will not flinch at a request and blurt out the affirmative simply because it’s what I’ve always done.

I will take the time to measure my own capacity, to check my own reserves, to ask myself a question I should have been asking all along:

“Can I say yes without betraying myself?”

If the answer is yes, I will give it freely.

And if it is no, I will let it stand, without guilt, without apology.

Because I am not here to be everything.

I am here to be whole.

 

And then there are the buts.

Tiny, slippery things. Harmless at a glance, but corrosive at their core.

They aren’t loud. They aren’t forceful. They don’t arrive like wrecking balls, smashing through meaning with brute force. No, buts are far more insidious. They slip in unnoticed, carving escape hatches into our sentences, letting us retreat without admitting we’re running.

They let us appear present while inching away.
They let us sound engaged while disengaging.
They let us feel righteous while withholding.

“She’s a brilliant writer, but her style is too aggressive.”
(Which means I only respect her talent when it makes me comfortable.)

“I’d love to support your idea, but I just don’t have the time.”
(Which means I have the time—just not for you.)

“That’s a great plan, but what if it fails?”
(Which means I won’t risk my comfort on your conviction.)

Buts are termites in the foundation of truth. They gnaw at sincerity, hollowing out the meaning we pretend to stand on. They are the linguistic equivalent of smiling while shutting the door in someone’s face.

For a long time, I thought only yes and no mattered. That they were the only forces shaping the trajectory of a life.

I was wrong.

Yes, no, and but—they are all weapons.

And like any weapon, if wielded carelessly, they wound.

Sometimes the world.

Sometimes ourselves.

So, I’ve started picking my Nos with intention. Not as shields, not as swords, but as doors I close with purpose.

And I scratch my Buts before they warp what I truly mean.

Because but is a subtle assassin. A single syllable that sneaks in to limit, diminish, and dismiss. It pretends to be an innocent conjunction, but it’s a scalpel, slicing away the integrity of what came before it.

I don’t say, “I’d love to help, but I don’t have time.”
I say, “I won’t be able to help this time.”

I don’t say, “He’s a good man, but he’s not successful enough.”
I say, “He’s a good man.” Full stop.

Because anything that comes after but is a silent erasure.

I refuse to lace my words with quiet contradictions. I refuse to let hesitation masquerade as wisdom. I refuse to pollute my honesty with a tiny word that lets me hedge, escape, or qualify my truth.

I scratch my buts because words shape reality. And the reality I am shaping is one of clarity, precision, and intent.

Life is not a script of rehearsed pleasantries or softened half-statements. It is a series of choices—every word, every agreement, every refusal.

And for the first time, I am choosing without disclaimers.

Without hesitation.

Without but.

Categories
Case Studies Geopolitics News and Politics

The Democratic Republic of Congo: A Humanitarian Crisis Unfolding

The Democratic Republic of Congo: A Humanitarian Crisis Unfolding

Introduction

The Democratic Republic of Congo (DRC) is once again at the center of a worsening humanitarian crisis, caught in the throes of escalating armed conflict, political instability, and a sharp decline in international support. The resurgence of the M23 rebel group, backed by foreign interests, has led to the rapid fall of strategic cities like Goma, a critical humanitarian hub (1). The conflict has displaced millions, overwhelmed aid organizations, and left communities struggling for survival in the absence of basic resources (2). At the same time, the abrupt cessation of U.S. foreign aid—historically a lifeline for humanitarian efforts—has compounded an already dire situation (3).

This article examines the intersection of intensified conflict, the collapse of non-governmental organizations (NGOs), and the cessation of USAID funding. It dissects how these crises feed into each other and what they signal for the future of international aid in the region. By exploring the immediate and long-term humanitarian implications, this analysis sheds light on the evolving challenges in the DRC, the limitations of global response mechanisms, and the prospects for meaningful intervention amid systemic breakdowns.

  1. Escalation of Conflict in Eastern DRC

Resurgence of M23 Rebels

The resurgence of the M23 rebel group has once again plunged eastern DRC into violent turmoil, exacerbating an already fragile security situation. Originally formed by former Congolese soldiers who mutinied in 2012, the M23 rebels have re-emerged as a dominant armed faction, rapidly advancing through strategic regions and capturing key cities, including Goma (4). Despite years of ceasefire negotiations, the group’s latest offensive has showcased a well-coordinated military strategy, leveraging sophisticated weaponry, strategic positioning, and alleged external support from neighboring Rwanda—a claim that Kigali continues to deny despite mounting evidence (5).

The seizure of Goma, a vital economic and humanitarian hub, underscores the extent of the group’s resurgence. The rebel forces quickly overwhelmed the Armed Forces of the Democratic Republic of Congo (FARDC) and outmaneuvered UN peacekeepers stationed in the region, leading to accusations of inaction against MONUSCO, the United Nations’ peacekeeping mission in the DRC (6). The loss of Goma has had profound geopolitical implications, forcing Congolese President Félix Tshisekedi to intensify diplomatic efforts to rally regional and international support (7).

Humanitarian Impact

The rapid escalation of violence has triggered a humanitarian catastrophe, displacing over a million civilians and leaving tens of thousands without access to food, clean water, or medical assistance (8). Makeshift camps in and around Goma have been overwhelmed, with aid organizations struggling to provide basic necessities. The UN Refugee Agency (UNHCR) has reported that at least 350,000 displaced individuals remain without shelter following the destruction of temporary camps, forcing many to take refuge in churches, schools, and abandoned buildings (9).

The scale of human suffering is staggering. Mass displacements have led to an increase in gender-based violence, child exploitation, and outbreaks of disease, as overcrowded conditions and inadequate sanitation create breeding grounds for cholera and respiratory infections (10).

III. Collapse of NGOs and Humanitarian Operations

Operational Challenges

The escalating violence in eastern DRC has crippled the ability of humanitarian organizations to operate effectively. Armed conflict, targeted attacks on aid workers, and widespread insecurity have forced many NGOs to either scale down or completely halt their operations (11).

Aid groups have reported growing threats to their personnel, with several humanitarian workers killed, kidnapped, or forcibly displaced (12). In June 2024, two staff members from Tearfund were ambushed and killed in Butembo while transporting supplies, underscoring the dangers faced by those attempting to provide relief (13).

Corruption and Mismanagement

Beyond security challenges, internal corruption and mismanagement have also contributed to the collapse of NGO operations. Investigative reports have revealed widespread fraud within international and local aid agencies, undermining the effectiveness of relief efforts (14).

A 2020 investigation by The New Humanitarian uncovered extensive corruption in aid operations, detailing instances of fraud, bribery, and misallocation of funds (15). In 2024, an investigation into GiveDirectly revealed fraudulent activities that left many recipients in debt and financial distress (16).

  1. Cessation of USAID Funding

The decision by the Trump administration to suspend U.S. foreign aid has dismantled key programs and crippled relief efforts. In early 2025, President Donald Trump ordered a 90-day freeze on USAID funding, halting food assistance programs, medical supply chains, and emergency relief efforts across Africa (17).

Among the most devastating impacts is the collapse of food assistance initiatives, which has left thousands of displaced families without access to sustenance. With aid convoys unable to deliver rations, refugee camps in eastern DRC have faced severe shortages (18).

Citations

  1. wsj.com – Rwanda-Backed Rebels Enter Congo Safe-Haven City, Aid Hub (Jan. 27, 2025)
  2. reuters.com – UN refugee agency says Congo fighting leaves 350,000 with no shelter (Feb. 14, 2025)
  3. reuters.com – Congo humanitarian operations hit hard by Trump aid pause, says UN official (Feb. 11, 2025)
  4. apnews.com – Rwanda-backed rebels take more towns as they expand (Jan. 28, 2025)
  5. reuters.com – Rubio tells Rwandan president that US wants a ceasefire in Congo (Jan. 28, 2025)
  6. au.int – AU Peace and Security Council emergency summit on DRC crisis (Jan. 28, 2025)
  7. cfr.org – America’s Disastrous Foreign Aid Withdrawal (Feb. 5, 2025)
  8. cgdev.org – Which countries are stepping up after US aid cuts? (Feb. 2025)
  9. thenewhumanitarian.org – New Congo aid corruption report (June 11, 2020)
  10. un.org – Women-led Peace Huts Resolve conflicts in Eastern DRC (2025)
  11. who.int – WHO Emergency Update on Disease X in DRC (2024)
  12. cidrap.umn.edu – US Funding Pause Impedes Mpox Response in DR Congo (Jan. 29, 2025)
  13. thinkglobalhealth.org – Preparing for Disease X: Lessons from the DRC (2025)
  14. nypost.com – Mystery Deadly ‘Disease X’ Spreads in Congo as WHO Struggles to Trace Origin (Dec. 9, 2024)
  15. news.mongabay.com – Across the world, conservation projects reel after abrupt US funding cuts (Feb. 2025)
  16. life-peace.org – Life & Peace Institute’s conflict transformation work in the DRC (2025)
  17. tearfund.org – Two aid workers killed in Butembo attack (June 2024)
  18. apnews.com – Congolese religious leaders meet with M23 rebels to discuss peace solutions (Feb. 2025)

 

 

Categories
Entrepreneurship Personal Development Women In Business

One Simple Thing You Can Do to Help Other Women Negotiate for More

Given long-time limitations imposed on women, it’s not surprising that many women operate from a scarcity mindset. Heck, it’s still recent history that women couldn’t hold property or credit in their own name, vote, or even be recognized as persons in the eyes of the law. Women still make less money than men and have significantly fewer opportunities to access venture capital funds (or capital at all for that matter). Women are less likely to ask for what they want and less likely to believe they can get what they want.

For many years, with limited job opportunities available for women beyond the proverbial glass ceiling, it seemed like a competition of many for few. As a result, and further exacerbating the problem, women deprived themselves of the value in supporting each other on the path to success. They saw a fixed pie with only slivers available for women and so believed they had to compete for these slivers (or not seek them at all).

Today, with the rise of the feminine, we’re finally seeing a corresponding recognition that a rising tide lifts all boats. Women are more intentional about inspiring, uplifting, and elevating other women. In so doing, we elevate ourselves. Abundance mindsets, seeking to expand the pie (rather than grab a share of a fixed pie), open unexpected opportunities and benefit all.

Coming from a place of grace, generosity, and service has profound positive benefits for the giver. As noted by Alex Hormozi, author of $100M Offers, “People who help others (with zero expectation) experience higher levels of fulfillment, live longer, and make more money.”

With that philosophy in mind, he posed this simple question to his readers:

Help Other Women Negotiate for More

Would you help someone you’ve never met, if it didn’t cost you money, but you never got credit for it?

I’d like to echo that question for you to consider.

I’m on a mission to help women leverage their natural power to get more of what they want and deserve in life through the Art of Feminine Negotiation. All of life is a negotiation – whether you’re negotiating with your kids, intimate partner, service providers, employers, employees or for multi-million-dollar deals. It’s probably the most important skill we’ll ever use. Any yet, have been duped into believing they’re not effective at this skill (or alternatively that they have to ‘act like a man’ to succeed). Neither are true.

And so, I created my Art of Feminine Negotiation™ and HERsuasion™ programs. And so, I released my passion project, The Art of Feminine Negotiation: How to Get What You Want from the Boardroom to the Bedroom book, to help women step into their power to be more and get more.

To achieve that goal, I need to reach them. To reach them, they need to discover my book. One sure-fire way to increase the likelihood of them finding it is through reviews. So, here’s my ask. If you think this message is important and the book would benefit other women, please take a moment now to leave a review. It only takes a moment of your time.

That review might help another woman …

  • Find her voice
  • Get the recognition she deserves
  • Make more money
  • Improve her relationships
  • Rediscover her life as she sets boundaries and prioritizes her dreams

Think of the power your simple review wields. A moment of your time could change a life.

Share the gift of empowerment. Thanks for considering this!

Categories
Entrepreneurship Personal Development Women In Business

Lessons a Virtual Reality Game Can Teach Us About Negotiating

I had a new experience this week which reinforced my beliefs about the importance of reframing how we look at negotiation. For some time, I’ve been touting the advantages (and necessity) of breaking old conditioning and redefining our concepts of success, conflict, power and the art of negotiation. The more work I do in this area, the more value I see in it, and the more examples I see of how our skewed conditioning holds us back in negotiating our best lives.

The reminder came by way of a virtual reality experience. It was my first foray into the VR world. It was surreal and a little disorienting at first, but I got the hang of it shortly after they placed a seemingly disembodied floating gun and sword in my hands. I use the term ‘my hands’ loosely as when I looked down, I could only see my blue avatar hands and arm – a tad disconcerting on first glance.

The object of the game was to capture Davey Jones’ treasure. To do that, we had to fight off a never-ending barrage of pirate skeletons, ghosts, cannon attacks, and even Davey Jones himself, using our reloadable virtual gun and flaming sword. We were supposed to work as a team. In fact, team members could bring a fallen comrade back to life by touching their shoulder (again, not so easy when you’re not used to your avatar body).

Our team had two men and two women. Part way through the game, I noticed that each time I ‘died’ it was my female teammate who rescued me with a shoulder touch. In fact, I began to notice that it was us women who did all the reviving as the guys kept shooting and slashing (even when their transparent lifeless bodies and weapons weren’t actually working).

And when we finally discovered the treasure, one of our male teammates shot us all, thinking he’d keep the treasure himself (which ended up not working and we all died).

After the game it struck me about the profound impact of subtle (and sometimes not so subtle) messaging that shapes how we show up and interact in this ‘game’ called life. Because at the end of the simulation, our individual scores came up – I didn’t even know we were being scored individually – and the message seemed to be that we had actually been competing with each other even though we were on the same team.

We got scored based on how much ‘damage’ (their word, not mine) we each did individually. Conspicuously absent in the scoring was any credit for effective strategizing or saving your teammates. Perhaps that explained why our male counterparts never wasted time on reanimating anyone. Not only did saving a teammate take precious seconds, but it left you vulnerable as you took your attention away from the advancing ghouls (who ultimately eviscerated us), and it meant lost points away from the action.

That got me to thinking about the importance of the work we do around the ‘rise of the feminine’. Had we all taken a collaborative approach, working together as a team, having each other’s backs, we likely wouldn’t have lost the treasure (and our lives). But hard-wired conditioning led to an immediate competitive approach, not just against the imminent threat, but against each other.

The need to exert power ‘over’ each other rather than seeking power ‘with’ each other ultimately led to our demise. Similarly, skewed perspectives on what constituted ‘success’, based on a ‘winner-take-all’ mindset, ironically caused us to lose. Our very sense of ‘conflict’ itself was off base. Instead of looking for creative, collaborative approaches to better outcomes and opportunities, we ended up set against each other, to disastrous effect. This was true in the world of VR, and it’s equally true in real-life negotiations.

My hope is that as we continue to have dialogue and raise our awareness about the negative impact of conditioning based on competitive models, we’ll start to shift our perspective and mindsets to a more collaborative approach. Dare I say a more ‘feminine’ approach. And by that I don’t mean gender – we all have both masculine and feminine energy but sadly have been led to see our so-called feminine traits as a liability.

What do I mean by a ‘feminine’ approach? One based on empathy, where we truly seek to understand and meet the needs of others. One where we listen, collaborate, build trust, stay flexible, and approach perceived conflict with curiosity, looking for creative solutions that best serve all. The beauty of that approach is that it brings better outcomes, better relationships, better buy-in, longer lasting agreements and less conflict. Isn’t that a better way to ‘win’ at the game of life?

Categories
Entrepreneurship Personal Development Women In Business

What Does the Goddess Athena Have to Do with Negotiation?

What Does the Goddess Athena Have to Do with Negotiation?

Having travelled to Greece recently to speak on feminine wisdom, it’s perhaps no surprise that the Goddess Athena has been top of mind. You may be asking what this has to do with the art of negotiation. Well, I created the Art of Feminine Negotiation™ and HERsuaion™ programs which advocate leaning in to our feminine strengths to up-level our negotiating prowess and outcomes. So, it’s easy to understand why I’d be drawn to explore the impact of a figure who epitomizes the combination of feminine wisdom and power.

In fact, the event I was participating in started in Athens, the perfect backdrop to celebrate feminine wisdom. Athens was named in honour of the indomitable Goddess Athena. When conflicts arose, Athena is lauded for purportedly responding with brilliant strategy and tactics, unlike her brother, Ares, who acted out in violence.

It’s in part this recognition of feminine power that prompted authors John Gerzema and Michael D’Antonio, to call their study (and book) The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule the World. The study, conducted in 2012, inspired by a review of the 2008 crash fallout, was global in scope, surveying 64,000 people across 13 nations representing 65% of the global GDP and reflecting cultural, political, religious, economic, and geographical diversity.

As noted in my article last week (Are Feminine Traits More Appreciated Today) they explored the consequences of the public’s shaken faith, and determined that:

Nearly 2/3 of people around the world – including the majority of men – feel that the world would be a better place if men thought more like women. … This belief was shared regardless of age, income, or nation.

While it’s dangerous to accept that these findings are gender-based, it is interesting that they found in post-2008 recession, “most of the traits exhibited by the successful entrepreneurs, leaders, organizers, and creators profiled seemed to come from aspects of human nature that are widely regarded as feminine.”

While we’re starting to move away from gender attribution, most people still associate certain traits as feminine, masculine, or neutral. Much of this is based on conditioning. We can, however, recognize that we all have both masculine and feminine energy, and we can choose to raise our awareness to be more intentional about which traits we choose to embrace in any given situation. And, it’s interesting to note that many studies have found that as women gain in education, employment, and wealth, a nation’s wellbeing rises too.

The study asked participants to classify 125 different human behavioral traits as either masculine feminine or neither and found strong consistency in allocations across countries. Interestingly, when asked to rate the importance of these traits to leadership, success, morality and happiness, a strong majority identified the so-called feminine traits as key to making the world better.

It warmed my heart to see that participants’ definitions of ‘winning’ were changing (moving away from the traditional competitive or aggressive models to more collaborative ones); mission-focus vs self-interest was more valued in leadership; flexibility was recognized as an essential skill as was consensus-building and listening; and success was defined based on relationships and respect over money. These are key elements of my models, as set out in my book, Art of Feminine Negotiation: How to Get What You Want From the Boardroom to the Bedroom.

Data also showed that people were seeking more expressive leaders, who share feelings and emotions more openly. I’ve certainly seen a shift in this regard. In my trade union law practice I remember being struck at a union convention by the fact that virtually every male candidate for election cried at the podium during their campaign speeches. This was a profound shift from the traditional stereotype of the macho union leader which had been the earlier expectation. Vulnerability had suddenly become trendy.

I’m often asked which traits I consider ‘feminine’ when I speak to the Art of Feminine Negotiation™. My A.R.E. F.I.T. model speaks to rapport-building, empathy, flexibility, intuition and trust. My other models speak to listening, compassion, curiosity, understanding, and collaboration (to name a few). Again, this isn’t to say that women have these traits more than men, but rather, that historically these traits are typically seen as tapping in to our ‘feminine’.

The Athena Doctrine supported this theory. Here’s a sampling of the traits that were designated as masculine versus feminine in their comprehensive study:

Masculine

Rugged Dominant Strong Arrogant Rigid

Proud Decisive Ambitious Overbearing Hardworking

Logical Self-Reliant Focused Resilient Aggressive

Brave Daring Competitive Gutsy Stubborn

Assertive Driven Direct Dynamic Confident

Selfish Independent Analytical Unapproachable Straightforward

Feminine

Charming Trustworthy Articulate Reliable Dedicated

Reasonable Nimble Adaptable Obliging Passive

Committed Helpful Creative Flexible Intuitive

Sincere Passionate Kind Supportive Giving

Loving Gentle Generous Team Player Good Listener

Honest Imaginative Humble Curious Loyal

Conscientious Cooperative Selfless Perceptive Encouraging

Empathetic Expressive Understanding Patient Caring

Sensitive Nurturing

When asked to identify which traits represented critical skills necessary to effective leadership and to success, invariably the bulk of traits identified were those which had been described as ‘feminine’. This gives me hope that my mission to redefine how we look at success, power, conflict, and negotiation is on track. I’m not alone in advocating that leaning in to our ‘feminine’ is the key to bring the world back in to balance.

For too long we’ve defined success based on traditional competitive models that do not serve. It’s time for a rise of our feminine, where we come from a place of curiosity, seeking to truly understand and meet the needs of others. In so doing, we will be able to secure better outcomes, better relationships, better buy-in, longer lasting agreements, and a better world.

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Human Resources Leadership Personal Development

Calm in the Chaos – How Smart Leaders Navigate Uncertainty

Calm in the Chaos

How Smart Leaders Navigate Uncertainty

Decision-making under uncertainty is one of the defining tests of effective leadership, where ambiguity reigns, information is incomplete, and circumstances change rapidly. Leaders who excel in this arena demonstrate a rare ability to engage with fluidity, adjusting their plans while remaining anchored by inner confidence. It is in these moments—where every step involves some degree of supposition—that true leadership emerges, marked by the capacity to make decisions without the luxury of certainty.

At the heart of this approach is the recognition that ambiguity is not a barrier but an invitation to lead differently. Leadership often requires engaging with situations where the outcome is unclear and waiting for more information isn’t always an option. Those who thrive under such conditions approach ambiguity as an opportunity for exploration rather than a problem to be solved. Instead of fearing mistakes, they lean into the unknown, trusting their capacity to adapt as new variables come into focus.

This willingness to engage with uncertainty involves developing a mindset that embraces both patience and decisiveness—two qualities that might seem contradictory on the surface. Leaders learn to pause strategically, absorbing what is unfolding without rushing to conclusions. This patient attentiveness, however, is coupled with an ability to pivot quickly once a clearer picture begins to emerge. Here lies the delicate balance: knowing when to wait and when to act, making thoughtful decisions even as circumstances evolve.

Uncertainty also fosters innovation. When no clear path is apparent, leaders have the freedom to explore creative solutions. They are not confined by rigid frameworks or over-reliance on perfect information. Instead, they cultivate an openness to new ideas, welcoming insights from others and reimagining possibilities that might not have been considered in more predictable environments. This capacity for innovation under ambiguity is one of the reasons why leaders with a high tolerance for uncertainty often become pioneers—they venture into unknown territories where others hesitate, charting new courses that inspire progress.

Emotionally intelligent leadership plays a pivotal role in this process. Leaders adept at navigating uncertainty possess a heightened ability to manage their emotions and maintain calm under pressure. They remain composed in the face of confusion, which not only stabilizes their thought process but also instills confidence in their teams. When leaders convey this inner calm, their teams learn to mirror it, fostering a collective resilience that becomes essential during unpredictable situations. As challenges arise, emotionally intelligent leaders respond with curiosity rather than frustration, modeling behavior that encourages exploration rather than retreat.

The ability to make sound decisions without complete information also aligns with personal growth. Every decision made in uncertain conditions becomes a learning opportunity, reinforcing the leader’s capacity to navigate ambiguity with greater ease. This experiential learning, over time, builds confidence and fortitude, allowing leaders to confront increasingly complex challenges with less hesitation. Much like a muscle that strengthens with use, tolerance for ambiguity grows with experience, enabling leaders to approach uncertainty not with fear but with anticipation.

History is rich with examples of leaders who excelled under uncertain circumstances. Think of explorers who set out with only vague maps, entrepreneurs who launched ventures without a guaranteed market, or military leaders who made critical decisions in the fog of war. In each of these cases, success was not achieved by waiting for perfect clarity but by taking decisive action based on the best available information, while remaining open to course correction as new insights emerged. This blend of decisiveness and adaptability is the hallmark of effective decision-making in uncertain times.

The journey toward becoming more comfortable with ambiguity requires deliberate practice. It begins with a mindset shift—embracing uncertainty as an inevitable part of leadership rather than a disruptive force. Leaders must actively seek opportunities to make decisions in dynamic environments, knowing that each experience adds to their repertoire of problem-solving skills. The more they engage with ambiguity, the more resilient and effective they become, eventually developing the capacity to remain unshaken even when the ground beneath them shifts unexpectedly.

In the end, leading in uncertainty is not about eliminating ambiguity but learning to live with it skillfully. It is about recognizing that the pursuit of perfect clarity is often futile and that leadership demands the ability to act in its absence. Great leaders understand that decisions made under uncertainty are not about achieving flawless outcomes but about charting the best possible course at each moment. With this approach, they inspire confidence not only in themselves but also in those they lead, demonstrating that even in the face of ambiguity, progress is always possible.

Categories
Geopolitics and History Leadership News and Politics

Leadership Failures of Global Humanitarian Aid

Leadership Failures of Global Humanitarian Aid

Humanitarian leadership stands at the crossroads of crisis and hope, where decisions shape the survival and dignity of millions. Yet, despite the vast networks of international aid, deep fractures remain in the systems meant to alleviate suffering. The gap between intention and impact is often widened by leadership failures that perpetuate inefficiencies, inequities, and missed opportunities. These failures are not simply errors in execution but foundational weaknesses in the very structures governing humanitarian response—shortcomings that result in preventable suffering, misallocation of resources, and the marginalization of those most affected by crises.

At the heart of the problem lies a pattern of systemic neglect, where global leadership frequently prioritizes centralized control over localized solutions, bureaucratic procedures over urgent responsiveness, and political interests over humanitarian imperatives. The result is a landscape where well-funded initiatives falter due to mismanagement, where frontline responders are left unsupported, and where the voices of those in need are drowned out by competing agendas.

IMAGE CREDIT: devex.shorthandstories.com

This analysis examines the cracks in the foundation of humanitarian leadership, identifying the patterns of dysfunction that continue to hinder progress. While the symptoms of these failures are visible in every unfolding crisis, the deeper issues often remain unaddressed. Without confronting these fundamental weaknesses, the humanitarian sector risks perpetuating the very suffering it seeks to alleviate.

  1. Failures of Leadership and Strategic Direction
  • Lack of Vision and Coordination: The humanitarian system appears to be reactive rather than proactive, struggling to articulate its relevance and effectively navigate a fragmented global landscape. The focus on buzzwords like “efficiency” and “value for money” signals a defensive posture rather than a forward-looking strategy.
  • Token Promises without Structural Change: Leadership’s reliance on efficiency drives and anti-bureaucracy rhetoric often fails to translate into meaningful improvements. Promises of reform, such as the Grand Bargain, have repeatedly under-delivered, eroding trust within and outside the sector.
  • Politicization of Aid: Leadership has not effectively addressed the growing politicization of aid funding. Dependence on a narrow donor base, particularly the United States, leaves humanitarian organizations vulnerable to political volatility, such as Trump’s return and the global rise of right-wing, inward-looking administrations.
    1. Imbalanced Power Dynamics
    • Marginalization of Local Actors: Despite rhetoric around “localization,” local humanitarian groups remain underfunded and undervalued, despite evidence of their cost-effectiveness (e.g., 32% more efficient in Ukraine). International agencies often monopolize resources, credibility, and decision-making authority.
    • Token Support for Mutual Aid: While grassroots efforts like Sudan’s Emergency Response Rooms (ERRs) demonstrate success, global agencies often co-opt or tokenize these initiatives rather than providing substantive support. This creates an impression of leveraging grassroots credibility without fostering genuine empowerment or equitable partnerships.
    1. Duty of Care Failures
    • Neglect of Frontline Staff: The humanitarian sector exhibits significant inequities in duty-of-care standards. Local staff and organizations, who bear the brunt of frontline risks, often lack basic protections like evacuation plans and insurance, leading to the perception of their disposability. This double standard underscores a lack of genuine commitment to safeguarding those most exposed to danger.
    • Mental Health and Long-Term Support: The absence of comprehensive mental health support for aid workers reflects a failure to recognize the human cost of humanitarian work. High-profile cases, such as the Steve Dennis lawsuit, highlight systemic gaps in duty of care, yet meaningful change remains slow.
    1. Inadequate Adaptation to Climate and Conflict Challenges
    • Fragmented Approaches: Humanitarian leadership has failed to adequately integrate climate, conflict, and development efforts, perpetuating a siloed approach. Theoretical discussions on the “nexus” between these sectors often lack actionable frameworks and tangible results.
    • Missed Opportunities in Climate Finance: While seeking access to climate funding, humanitarian leaders have not sufficiently demonstrated their unique value or articulated how they can prevent exacerbating local tensions. This undermines trust among donors and local communities alike.
    1. Inequitable and Ineffective Aid Allocation
    • Earmarked Funding and Political Bias: Donor preferences for “favored emergencies” perpetuate inequalities, leaving vulnerable populations in less politically palatable regions underserved. For example, communities governed by authorities estranged from Western donors are routinely overlooked.
    • Disproportionate Cuts to Women and Girls’ Services: Systematic funding cuts disproportionately affect services for women and girls, reflecting a lack of prioritization for gender equity despite its critical role in building resilient communities.
    1. Perpetuation of Systemic Inequities
    • Lip Service to Localization: Localization efforts are undermined by superficial implementation. Global agencies maintain hierarchical power structures, focusing on meeting their operational needs rather than addressing inequities in resource distribution and decision-making power.
    • Lack of Accountability for Donors and Agencies: The humanitarian sector has failed to hold itself or its donors accountable for underperformance, impunity, and double standards in aid delivery. For instance, governments supporting Israel have largely ignored its role in aid worker killings, highlighting a glaring lack of policy consistency.

    Recommendations for Leadership and Reform

    • Shift Power Dynamics: Establish equitable partnerships with local actors by decentralizing decision-making and ensuring direct, sustainable funding for local and grassroots organizations.
    • Reinforce Duty of Care: Develop enforceable global standards for protecting and supporting all aid workers, particularly local staff. Integrate mental health support and long-term recovery plans as core elements of humanitarian operations.
    • Rethink Funding Models: Diversify the donor base to reduce reliance on politically volatile funding sources. Advocate for funding mechanisms that prioritize need and equity over political agendas.
    • Integrate Climate, Conflict, and Development Strategies: Move beyond theoretical discussions by implementing coordinated, cross-sectoral programming that addresses the interlinked challenges of climate change, conflict, and development.
    • Foster Accountability and Transparency: Implement stronger accountability mechanisms for both donors and aid agencies. Publicly disclose funding allocations and their alignment with equity goals to rebuild trust.

    By addressing these failures, global humanitarian leadership can realign its mission to better serve the needs of the world’s most vulnerable populations while restoring credibility and relevance in a changing global landscape.