Answer these questions honestly, and it becomes surprisingly easy to see whether you are truly fulfilling your purpose.

Sometimes, the right thing is the wrong thing in the eyes of those in authority. That’s a lesson that might be trained up the hierarchy.

It’s a hard truth, but we are all performing. Every day. In every meeting, every conversation, every decision we make in front of other people.

Many mergers start out with optimism and hope and end up as something else. No wonder mergers, and rumors of mergers, can be anxiety producing.

Have you ever grown fast, only to realize the culture you started with is becoming a casualty of that growth? The NIC Growth Conference is the place to be.

There are many organizations that say things like “customers first,” but nearly every interaction with those organizations proves they don’t mean it.

We humans are at our best when disaster strikes. That’s when peers come together without corporate structure to help each other.

Companies are doing team building by building human towers. Actual human towers. Do these kinds of activities actually build teams?

I want to believe that as a leader, you are noticing the good things your people are doing. And if you’re not, this is exactly what we need to talk about.

Real leadership development is ongoing, contextualized, and honest about where a leader actually is, not where they think they are.

Ask anyone walking out of a conference how it went. Amazing. Wonderful. Best one yet. Maybe they all meant it. And maybe not!

We can all benefit if we mobilize the talent in our midst as human beings. Let’s tell the industry leaders that we are better when we work together.

“Be a servant leader.” “Lead with your heart.” “Listen more.” Sure — but what does a leader do on Monday morning?

I grew up in a conservative religious family with a father who was critical of everything. For a long time, I thought he gave me nothing but wounds.

After six years of staff meetings, trainings, and framed mission statements, the best she could come up with was more of a guess than a conviction.

Conventional wisdom says high returns and margins equal excellence. But when you focus on margins, your thinking is always short-term.

I’m talking about leaders who, no matter how successful they are, constantly strive to be better. We would be transforming the world of aging.

I keep getting asked the same question: If you could go back in time, what is one lesson would you teach your younger self?

They’re positioning this conference as the place where the next act gets written: capital, care, and community in the same room.

If you’re trying, people are surprisingly forgiving. And that’s the best news in the whole conversation: you don’t have to become perfect.

There’s nothing wrong with senior living except falling short on potential. Mr. Williams sets forth a guidebook for how senior living might thrive.

Almost no one ever talks about the gap between the humble leader and the great leader, even though closing this gap transforms teams.

If you don’t clearly communicate your vision for your team, for your organization, no one will want to travel with you.

It’s easy to be nice to people you like. That’s not leadership. The hard part? Going the extra mile for people who clearly don’t deserve it.