Women Are Rapidly Reentering the Workforce—Here’s What Companies Need to Do About It

On August 4, I was interviewed on Talk Radio WGCH to share my perspective on some of the key national and global changes that women in..

Women’s Leadership: Managing Burnout and Work-Life Demands

One of the biggest issues that I’ve seen in executive coaching and women’s leadership that has rippled throughout every industry over the past few years is..

Rebooting in a Post-Pandemic World

As we gradually emerge from the shadows of the COVID-19 pandemic, effective leadership has become more critical than ever to help teams and companies determine how..

4 More Workforce Trends for Women Talent Post-COVID

In last month’s post, I shared insights from SHAMBAUGH Leadership on three new workforce trends that have emerged during the COVID-19 pandemic. These revolve around improving..

Owning Your Executive Voice: A Resolution for the New Year

As we look ahead to entering 2020 in just a few weeks, it’s a perfect time to evaluate your leadership toolkit and set fresh resolutions in..

The Perfect Storm for Balanced Leadership

Last week, I gave a keynote at UC Berkeley’s Women’s Summit. During this speech, I shared the following fundamental principles that SHAMBAUGH believes every company and..

To Become Leaders, Women First Must Believe They Can Lead

I received a call last week from a woman who had participated in SHAMBAUGH’s Women in Leadership and Learning (WILL) Program nearly two decades ago, soon..

World Cup “Smiling Lessons” Shed Light on Importance of Executive Presence

Newsweek recently reported on how Russia was giving “smiling lessons” for the World Cup to help the locals seem friendlier to tourists. This is an interesting example..

Can Your Current Leadership Model Drive Future Success

About a year ago, I sat down over coffee with the CEO of an IT company. The CEO – we’ll call him Robert – shared with me that his organization had been the market leader in their industry for the past five years and had enjoyed consistent growth and profitability. Their success to that point, he believed, was based on their leadership and their employees’ sheer drive and relentless focus on key results.

Yet despite their past success, Robert confided that he had deep concerns about the company’s future. A competitor with a creative, new technology had recently overtaken them as the market leader, and he had just learned that they had lost one of their key customers to this competitor. To make matters worse, the organization’s most recent employee survey revealed that morale was low, people were burned out, communication was lacking and employees had lost faith in leadership.