Professional Development

Your body language at work can undercut what you mean without you noticing. Former CNN correspondent and communication coach Gina London explains why a flat listening face, a phone on the desk, or the wrong outfit sends the wrong signal, and how to match your outward presence to your values without feeling fake.

Most of what happens in your workday isn't a decision. It's a habit. How you open a meeting, how you respond when someone shares bad news, how you close out your emails at the end of the day. These are patterns running on autopilot, and most of us never stop to examine them.

Learn how to manage up and across, build trust with peers, communicate with your boss, and expand your influence beyond your direct reports from leadership expert Kristen Harcourt.

Your 1:1 starts in five minutes. You open the doc where you’ve to jotted down notes over the course of the month so you’ll have something to trigger your memory before the actual conversation. It’s unfortunately sparse.

Right before you have to say something hard, something shifts. Your stomach tightens. Your mind starts bargaining. "I'll handle it next week. It's probably not that big a deal." That's not procrastination. That's your brain working exactly as designed.

Most conversations about integrity focus on big, visible choices. But there's a quieter kind of integrity gap — one built entirely from small, well-intentioned commitments you made and didn't follow through on. Here's how to recognize it and close it.

Leadership wisdom doesn't only come from business books and management frameworks. Here are three lessons drawn from Dr. Joel A. Davis Brown's research into LGBTQ+ community values — and what they reveal about what people want most from their leaders.

Even after years of studying difficult conversations, I still don’t like having them.

I was in a meeting where we were discussing something big and broad. Exploring possibilities, or at least that was the intention. Then one person said, "If we do this, here's what I think we should do." And that was it. The next 45 minutes were a debate about their idea. Not about whether we fu

I was in a meeting a few months back when a senior leader started questioning everything about a project. Every question landed on the project lead like an accusation, and every answer came back a little more defensive, a little more animated. He was trying to prove the team had thought of everythin

Many managers want to empower their teams, but in practice, they end up becoming the answer machine.

There’s a moment many managers know well. You rehearse a difficult conversation over and over in your head, promising yourself you’ll finally address the issue this week. But when the moment comes, you hesitate.