This is where I explore them, through essays, conversations, and practical ideas on credibility, leadership, and the future of work. The people who come here are not defined by their title. They are defined by how seriously they take the work.
Clarity is an act of judgement because deciding what to leave out is part of deciding what matters.
Leadership is changing faster than many of the assumptions we still hold about it. I write about credibility, transformation, and technology because they are all leadership questions.
Some ideas become essays. Some become conversations. Some eventually become books. They all begin with the same intention: helping leaders think differently about the work they do and the people they lead.
I'm Cindy Schwartz. I have spent more than three decades leading technology, advising executives, and helping organisations navigate change.
The ideas on this site come from those experiences, but they are written for yours. The personal admission earns authority for a moment and then moves on. The focus returns to the work, the decision, the responsibility, and the person in front of me.
Read more about meCompassion at work is too often conditional on disclosure. This final piece in the series asks leaders to start from the assumption that there is more going on than they can see, and to make space for whatever someone chooses to share, or not share.
Read the article →Resilience is an overused word. We often use it to describe someone who barrels through without acknowledging the emotion, the fear, or the sheer suck of what is happening. That is not how I define resilience.
Read →You are allowed not to be okay yet. You are allowed to find things harder than you expected. You are allowed to have less patience for workplace shenanigans that once barely registered.
Read →On credibility, capability, and what it actually takes to lead well.
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