C-Suite Network™

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Advice Best Practices Strategy

Unleash the Power of Curiosity in the People You Lead

“Model the behavior you would like to inspire in others” is a familiar leadership axiom. It simply means that to encourage specific attitudes and behaviors in the people you lead, you should start by practicing them yourself. For example, a kind executive will cause kindness to extend through the ranks of his or her organization, leading to a kinder overall atmosphere system wide.

Similarly, you can encourage curiosity in others simply by being personally curious about the world. As a leader at any level in your organization, you can encourage curiosity by . . .

  • Explore everything that is new in your sector, in your region and in the wider world, and then talking about it in every appropriate setting – from meetings with your executive team to one-on-one sessions with the people you supervise.
  • Speak openly and enthusiastically about what you are exploring and learning. Your enthusiasm about being curious is a force that can spread throughout your team and organization – but only if you let your passion show.
  • Make it clear that research and inquiry are part of your job, not something you hide away or do in your off-hours. When you show you are an executive who learns, other people will follow suit.
  • Take part in executive development programs, certification programs and other activities that demonstrate your eagerness to learn and grow.

Make Research Projects Part of the Work You Delegate

Assigning research projects to your team is one effective way to encourage curiosity in your organization. And with the right kind of curious mindset, you can position more projects as opportunities to learn. You can say, for example . . .

  • “I would like your task force to investigate and recommend the more forward-thinking systems for inventory control and report back to us” instead of, “Go pick a good inventory management product.”
  • “Please talk with representatives from our five biggest customers and discuss five things we could be doing better for them” instead of, “Go find ways to sell more to our customers.”
  • “Please visit the business locations of five other companies in our sector, see what they are doing, and report back to us on facility best practices” instead of, “Call a real estate agent and find some new facilities we can consider.”
Categories
Advice Best Practices Leadership

How to Get the Most Out of Being a Member of Your Franchise’s Advisory Council

America’s Leading Franchise Consultant Shares Wisdom for Franchise Owners . . .

By Evan Hackel

If you have been asked to join your franchise’s advisory council, congratulations on your new opportunity. You are about to enjoy some significant benefits.

One of the most important advantages is that you will have a more direct line to your franchise’s upper management. You will be able to communicate your suggestions, ideas, discoveries – and maybe even your problems – directly to the top executives of your franchising company. You will also be able to form closer ties with other franchisees who will be only a phone call or text message away when you need them. You have been tapped to be a leader. Another advantage is that you will probably enjoy traveling to attend meetings.

Getting the Most from Being a Member

I have supervised franchise advisory councils. I have been a member too. Here is some advice on how you can get the most from your membership and give your very best to your franchise.

Remember that Collaboration Wins the Day

We all have goals and lists of things we would like to achieve by joining a council. But I have seen it time and again that the people who get the most from council membership are those who focus first on asking other members what they would like to achieve. People who talk only about their own goals, or who push too hard for them, can alienate others and fail to get what they most want.

Empower and Nominate Other People

If another franchisee you met over dinner last night would be a great addition to a new task force that will investigate a particular issue, nominate that person to take part. Perhaps that council member is too modest to put up a hand and volunteer, but that doesn’t prevent you from making a nomination.

The more you can shed a positive light on other people and help them shine, the more you build your own profile as a contributor – and the likelihood that other council members will listen to you and support your needs and opinions.

Do Share Some Hard Truths with Management

Some people who join franchise councils believe that the way to get the most from their membership is to approve everything that the franchise company wants to do. They think that if they smile and pretend, management will return the favor and give them what they want.

In my experience, that approach doesn’t work. The franchisees who earn respect from franchise leaders are those who have the guts to be truthful when other people are not. It is the person who says, “I think that ad is completely wrong” or, “our competitor has a better product” who gets noticed. So my advice is, speak up and stand out.

Listen, Listen . . . and Listen Some More

In my experience, the people who try to listen and understand other people are the people who stand the best chance of being heard. Again, putting other people first is a practical way to achieve the most. It is funny it works that way, but it does.

Stay Away from the Negative Team

Chances are that other franchisees on the Council have gotten there because they are positive. But I have also seen times when that is not the case. I have, in fact, seen Councils where certain groups of negative people have bonded together. They don’t want to support upper management, they want to undermine it. They don’t want to try to develop great new ideas, they want to complain about what isn’t working.

Stay away from them. Their negative way of viewing issues can infect you and make you negative in the way you frame ideas and express your views. And being seen as a negative person will never win you recognition from the people who run your franchise.

Know How You Will Stay in Touch with the People You Meet

I have noticed that sometimes, people only think about this critical step when they are leaving a hotel or getting into a cab at the end of a meeting. They then ask each other, “How can I contact you” and start to write their contact info on a scrap of paper or start texting each other.

One of the greatest benefits of being on your franchise council will be making contacts, so treat this critical activity with the care it deserves. Take a stack of fresh business cards with you to your meeting and give them to people when you meet them – not when you are saying goodbye.

And then when you get back home, email the people you have met. Let them know how much it meant to you to meet them. Comment on one of the issues you discussed. And say how much you are looking forward to being in touch in the days, weeks and months ahead.

Your new contacts are worth their weight in gold, so treat them like golden valuables.

Categories
Advice Growth Leadership

Pre-Onboarding Your Franchisees

By Evan Hackel

There is such a thing as pre-onboarding. Let me make this statement about it . . .

If you want your entire franchise to achieve high levels of success from top to bottom, pre-onboarding is something you absolutely have to do.

So, what is this activity that I am recommending so strongly, pre-onboarding? It is a process in which you enroll serious potential buyers in a program that teaches them everything about your franchise that you possibly can. You give them a complete onboarding experience, omitting only the signing of final agreements and legal papers.

Why Is Pre-Onboarding Essential Today?

In the old days, individual owners often had an imperfect idea about what they were getting themselves into when they bought franchises. They went ahead and bought anyway. Many had high expectations, became disillusioned, and got out fast.

In today’s more competitive climate, franchises realize that allowing that to happen can cause irreparable damage to the entire franchise at every level, because . . .

  • Communications between the franchise company and individual owners are weak, because they were not established early on. In your franchise, you want to make sure that your relationship with every franchisees is strong, positive, and ultra-effective. That can’t be an afterthought. It is something you need to establish and cultivate with your owners through pre-onboarding, even before they become owners.
  • Customers stay away if they see one location close, and stop shopping at franchisees that are not well run. The strength of the entire franchise brand erodes.
  • It becomes dramatically more difficult to sell franchises, because potential buyers won’t consider buying one where there is a known chance of failure. And if individual franchises are failing, make no mistake about it, potential new owners will find out.
  • The owners of failing franchisees sell their locations at low prices, or at the bottom of the scale their franchise agreement requires. That devalues the entire franchise, with crippling results.
  • Unskilled, ineffective franchise owners become the norm in a franchise. Again, the results of that are crippling. Poor sale revenues, low customer loyalty, high employee turnover and other problems become the norm.

Some Keys to Effective Pre-Onboarding

Have your strongest potential buyers . . .

  • Attend your annual franchise convention, where they can take part in seminars, hear talks from successful franchisees, and get an informed inside perspective on what their experiences as owners will be like.
  • Enroll in the same training programs that you offer do your franchise owners.
  • Get to know with your current owners, become part of their community, and share information and insights. This helps assure that new owners come on board with realistic expectations, and helps build a community in which all your franchisees are part of something that they see are critically important to their success and to their lives.
  • Sit down with members of your franchise’s leaders, with successful franchisees, with members of your sales team, and other important people in your enterprise.
  • Visit and spend a few days working in successful franchise locations, so they see first-hand how your franchise works, what makes it successful, and more.

Does offering a great pre-onboarding program take time? Yes, but in the end it saves time because your franchise owners are more knowledgeable, more enthusiastic, more skilled, and much more likely to succeed. Plus, a great pre-onboarding program makes each of your franchise locations more profitable.

So as I close this article, let me offer one final word of advice about pre-onboarding. If you do it, and do it well, it will completely transform your franchise.

Categories
Advice Best Practices Strategy

Why Every Business Needs a Business Continuity Plan — Before It’s Too Late

Why Every Business Needs a Business Continuity Plan — Before It’s Too Late

Imagine this: A natural disaster hits your region. Your office is flooded. Systems are down. Employees are unreachable. Customers are calling, and you have no answer. Now what?

This nightmare scenario is more common than you think—and it’s exactly why every business, regardless of size or industry, needs a Business Continuity Plan (BCP).

 

What Is a Business Continuity Plan?

A Business Continuity Plan is a proactive strategy that outlines how your business will continue to operate during and after a disruption. Whether it’s a cyberattack, fire, pandemic, power outage, or data breach, a solid BCP prepares you to respond quickly, minimize downtime, and protect your people, profits, and reputation.

 

Why It Matters Now More Than Ever

We live in an unpredictable world. From global pandemics to extreme weather events, supply chain disruptions, and ransomware attacks—disruption is no longer a possibility, it’s a guarantee. Without a plan, even a temporary hiccup can lead to:

  • Lost revenue and customers
  • Damaged brand trust
  • Regulatory penalties
  • Permanent closure

According to FEMA, roughly 40-60% of small businesses never reopen after a disaster. That’s not due to the event itself—but to the lack of preparation.

 

Key Components of an Effective BCP

A strong Business Continuity Plan covers several critical areas:

  • Risk Assessment: Identifying threats to your operations.
  • Business Impact Analysis: Understanding what’s at stake.
  • Communication Plan: Knowing who to contact and how to coordinate during a crisis.
  • Data & IT Recovery: Ensuring backups, cloud access, and cybersecurity.
  • Recovery Strategies: Having alternative suppliers, remote work options, and continuity partners.
  • Training & Testing: Keeping your team sharp and your plan up to date.

Continuity = Confidence

Having a BCP is not just about surviving disasters—it’s about building resilience. Clients, investors, and even employees take comfort in knowing your business has a plan. It shows leadership, foresight, and commitment to long-term success.

 

Final Thought

If your business doesn’t have a continuity plan, you’re gambling with everything you’ve worked for. The time to prepare isn’t after disaster strikes—it’s now.

Need help building your Business Continuity Plan?
At Controllers, Ltd., we help businesses protect what they’ve built through smart planning, compliance, and asset protection. Schedule a complimentary consultation today to make sure your business is ready for whatever comes next.

📞 Call us at 775-384-8124

Categories
Advice Sales Training Strategy

The Importance of Being a Good Listener

Are you a good listener? A “real” good listener?

The fact is, most people have to train themselves to be good listeners. And it is not a simple process, because there are so many things that cause people to be bad listeners.

Are you a good listener? Perhaps distracting thoughts make your mind wander, or defensive thoughts cause you to try to find fault with what you’re being told. Perhaps you are only listening for the ammunition that you need to disprove the other person’s opinion, or to prove that they are wrong and you are right. When you are confronted with such blocks to good listening, it takes a concerted effort to become good at listening.

A good way to overcome those inhibitors is to be purposeful in your conversations by cultivating these practices and habits . . .

  • Think consciously about the conversations that you are having, while you are having them.
  • Engage people so you can fully understand the situation, problem or issue that they are discussing.
  • Recognize all the good ideas and opinions that people are expressing highlight them, and “pull them out” for further consideration. Look for those little nuggets of value, and strive to build the conversation around them. You can then dig deeper, build on good ideas, and make suggestions to make them even better.
  • Reflect on conversations when they are finished to determine how things could have gone better and differently.
  • Make changes during your next conversations and strive to continuously improve your listening and the overall quality of your communications.

When you do these things, it will result in better conversations, deeper relationships and better outcomes. So start looking for the little nuggets of high value during your conversations and use them to stay focused on positive results.

 

Categories
Advice Best Practices Leadership

Assign Work to Multi-Functional Teams Whenever Possible

I have found – and I am sure you have discovered too – that multi-functional task forces can do a better job of completing many projects than can teams made up of people with similar skill sets.

When a group of salespeople are charged with the task of increasing sales revenue, for example, they will come up with a sales solution. When a group of social media marketers are charged with the same task, they will devise a social media strategy. And when a group of programmers is given the assignment, they will suggest a programming/software solution.

But sparks really start to fly when you bring together members of different disciplines, with different skill sets, and assign them to a project. (If you can, describe that project as “fact finding,” since those words spark a curious outlook.)

When members of different divisions who have different disciplines coalesce and work together, curiosity will start to infect and inspire people across your organization.  So my advice to you is, break down the silo walls and bring people together.

Action Step: Look at the work and projects that are being completed by your department, division, or other structural unit. Is there a way you can bring in more participants from other units or divisions – in effect, transform it into a multifunctional team?

Today’s article is adapted from my new book Ingaging Leadership: The Ultimate Edition

Categories
Advice Leadership

Redefining Success Through Stoic Wisdom

“What would the Stoics think about how we measure success?”

It’s a question I’ve often asked myself — especially in a world where metrics are driven by followers, likes, bank accounts, and headlines. But one of my favorite quotes from Marcus Aurelius grounds me every time: “Very little is needed to make a happy life; it is all within yourself, in your way of thinking.”

That’s the foundation for this conversation with someone I deeply admire professionally and personally.

Dr. Chuck Chakrapani has been a mentor, a friend, and a source of unshakable clarity in my life for over 25 years. Our relationship has been built over long walks, shared meals, and the kind of deep, introspective conversations that linger in your mind for decades. From his roles as President of Leisure Analytics and CEO of Millward Brown Canada to his extensive work in legal IP cases as a leading expert witness, Chuck has built a professional legacy that spans industries and borders. He’s been editor-in-chief of industry-defining magazines, authored numerous books, is a Fellow of both the Canadian Research Insights Council and the Royal Statistical Society, and currently serves as Chief Knowledge Officer at Blackstone Group. Oh—and in his “free” time, he’s a day trader and a Distinguished Visiting Professor at Toronto Metropolitan University’s Ted Rogers School of Management.

Yet it’s in this next evolution of his life — as an author and advocate of Stoic philosophy — where Chuck has made, perhaps, his most profound impact.

During our conversation, I asked Chuck a simple but revealing question: “What does success look like to you?” His answer wasn’t a list of accolades or achievements but a reflection on a moment that changed the course of his life. It was his grandmother, questioning the frantic pace of his life and the empty reward of external validation. That voice stayed with him. And years later, when Chuck had achieved what most would consider the pinnacle of success, he realized he still wasn’t at peace. He was still rushing. Still not present. That’s when the real shift happened.

He began to define success from the inside out—not by what others expected of him, but by what truly mattered to him: time with friends, good meals, space to think, freedom from external validation. As he put it so beautifully, “Success is whatever you do from inside out.”

That is a radical idea in today’s business culture. But it’s also deeply Stoic. Stoicism teaches that true freedom comes from within—specifically, from focusing only on what is within our control, and releasing the rest.

When I asked Chuck about one of the hardest lessons he’s learned along the way, he didn’t hesitate. “You have to learn to be independent of other people’s opinions.” That statement landed deeply with me. As leaders, we are constantly surrounded by voices telling us what we should do, how we should be, and what should matter. But there is profound power in freeing ourselves from that external noise. Chuck admits it’s a lifelong lesson; one he’s still learning. “I worry about what you’ll think of me,” he laughed, “what the audience will think.” That humility, that openness to continued growth, is part of what makes Chuck’s leadership so extraordinary.

It’s also part of why his embrace of Stoicism is so meaningful. When asked to explain it simply, he laid it out with characteristic clarity: “We spend most of our time worrying about things we can’t control—and very little time acting on what we can.” That’s the Stoic paradox. And that’s the mental model Chuck lives by. It’s changed my life. Truly. As a leader, as a human being, as a mission-driven business builder – it has helped me stay grounded in what matters.

What struck me most in our conversation was Chuck’s response to the idea of disruption. So many of the executives I speak to talk about “disrupting markets” or “leading transformation.” But Chuck’s approach is different. He simply asks: What needs doing here? That quiet clarity guides every role he steps into. He doesn’t aim to disrupt. He aims to serve — effectively and purposefully. And ironically, that often is the disruption. Because in a world obsessed with noise and scale, calm, deliberate action rooted in internal alignment is revolutionary.

That mindset isn’t just admirable, it’s actionable. Imagine if every leader paused and asked: What needs doing here? Imagine how many more mission-driven, human-centered decisions we would make.

And in true Stoic fashion, when we asked Chuck what we could do for him, he said, “I don’t need anything.” That, to me, is the truest measure of success — not needing anything because you’ve already built a life aligned with your values, your priorities, your joy.

So, to everyone reading this—take a page from Chuck’s book (literally, if you haven’t read Stoicism, Cobwebs, and Gems yet, it’s a must!). Redefine success on your own terms. Measure it by the quality of your thoughts, not the weight of your resume. Build it from the inside out.

Because very little is needed for a happy life.

And it all begins within.

If you want to learn more, watch the full interview on C-Suite TV or download the podcast on C-Suite Radio or wherever you listen to podcasts.

Categories
Advice Leadership Management

Discovering Ingagement

A key insight from my book Ingaged Leadership: The Ultimate Edition

by Evan Hackel

 

Ingagement is a leadership philosophy for those who believe that it is not enough to tell people what to do, but to involve their minds, creativity and even their emotions. In this chapter, we will get a first glimpse at how Ingaged leadership works and how powerful it can be. 

 

 

What is the philosophy of Ingagement? It all starts with a belief that:

 

When you align people and create an organization where everyone works together in partnership, that organization becomes vastly more successful.

 

Ingagement isn’t a single action that you take just once. It is an ongoing, dynamic business practice that has the power to transform your organization, your people, you, and ultimately, your success.

 

Everyone in a company can create Ingagement—company leaders, members of a top leadership team, middle managers and people at many organizational levels. Ingagement goes beyond the management you will find in many companies today, where top executives and middle managers believe that effective leadership means giving instructions or offering incentives.

 

Ingagement is different—it offers a way of moving from good to great. Ingaged leaders trust people to participate actively in the creation and development of a strategic vision. They openly involve key stakeholders in an ongoing conversation about the organizational vision and how it can be put into action through planning and follow through.

 

You develop Ingaged leadership when, through your Ingaged attitude and open listening,  you let people know that you are partnering with them and that you truly listen and believe what they are saying has value.

 

Authenticity is key to Ingagement. When you listen sincerely, you cooperatively create plans and practices that are supported by everyone in your organization, not only initiatives that have been developed at the top.

 

To be clear, Ingagement doesn’t mean having a democracy. In most organizations, it is the role of senior management and the board to ultimately make the best decisions for an organization in the long term. Yet when people at all levels feel heard, they are more likely to support company plans, even if their own ideas might not have been utilized completely. When people know they have been heard, they are more likely to become invested in their work; they become more eager to continue to share ideas and to cooperate. As a result, the entire organization improves and grows.

Ingagement is a highly effective way to lead members of the millennial and Generation Z groups—a cohort that I will refer to in this book as the “younger generation.”

Ingaging Your Key Stakeholders

 

Ingagement is not limited to internal operations. When successful Ingagement extends beyond company walls, it can help you multiply your success. You can achieve such success by involving your customers, vendors, distributors, and other stakeholders in open conversation.

 

From a management perspective, the result is that you build an organization in which more people focus on executing the right, productive things. But getting everyone’s priorities and to-do lists directed toward your organization’s immediate goals is only part of the picture; both the power and the reach of Ingagement are transformative, not just habitual or “standard practice.”

 

Categories
Advice Leadership Operations

Building a Resilient Organization: Lessons from Recent Disruptions

The last few years have taught businesses a critical lesson: resilience isn’t just about bouncing back. It’s about bouncing forward. For C-suite leaders, building a truly resilient organization requires foresight, adaptability, and a people-first mindset. The global pandemic, labor market volatility, and ongoing economic uncertainty have all tested the limits of traditional leadership models. Now, the most successful organizations are those that anticipate challenges and use disruption as an opportunity to rethink the way they operate.

1. Scenario Planning Is Non-Negotiable
Executives must lead their teams through “what if” exercises, developing contingency plans that prepare for multiple futures, not just a best-case scenario. Scenario planning should be integrated into quarterly reviews and strategic planning sessions. It’s not about predicting the future perfectly, it’s about ensuring your organization can respond with agility.

2. Decentralize Decision-Making
Empowering teams at all levels to make decisions quickly allows organizations to react faster and more effectively in crises. When leadership hoards decision-making authority, responsiveness suffers. Organizations that invest in leadership training at every level can distribute accountability and speed up their response time without sacrificing quality.

3. Strengthen Supplier and Talent Networks
Building strong, diversified supplier and talent relationships ensures greater flexibility when disruptions occur. Relying too heavily on a single supplier, technology platform, or recruitment source leaves a business vulnerable. Resilient companies are those that build in redundancy and diversity across every layer of their supply chain and workforce.

4. Prioritize Culture and Communication
Resilient organizations are rooted in strong cultures of trust, transparency, and collaboration. During a disruption, employees must feel seen, heard, and valued to stay engaged. Clear, honest communication, even when the news is tough, reinforces trust and boosts employee alignment. Leaders should make space for two-way communication to ensure feedback is heard and acted upon.

Case Study: How One Logistics Firm Bounced Forward
In 2023, a regional logistics company experienced major disruptions due to supply chain volatility and labor shortages. Initially caught off guard, the executive team quickly restructured their crisis response approach with help from Boardwalk Human Resources Consulting. We worked with their C-suite to implement a decentralized decision-making model, allowing managers in different locations to act swiftly in real time.

We helped them redesign their hiring strategy by expanding their talent pipelines, investing in cross-training, and leveraging predictive analytics for workforce planning. Culture became a strategic priority. Weekly town halls, recognition programs, and wellness resources were introduced to re-engage staff and stabilize morale. Within 12 months, not only had the company recovered, but it had also expanded into two new markets and reported the highest employee engagement scores in its history. They also reported a 15% reduction in turnover and saw customer satisfaction scores climb for the first time in two years.

The Takeaway
Resilience is not accidental. It is engineered through intentional leadership, adaptive systems, and a deep commitment to people. Organizations that plan proactively, empower decision-makers, and prioritize cultural wellbeing are the ones that turn disruption into transformation. It’s not about eliminating risk, it’s about being ready to face it with confidence.

How Boardwalk Can Help
Boardwalk Human Resources Consulting partners with executive teams to assess organizational resilience, guide strategic recovery plans, and create people-first structures that thrive in uncertainty. From emergency workforce planning to long-term culture alignment, we help businesses future-proof their leadership approach. Resilience is not just a recovery tool, it’s a leadership mindset that sets high-performing companies apart.

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.