If there is one thing that COVID revealed as it relates to the world of work, some employees can be productive working outside the office.
As a leader, how often do you find yourself being the smartest person in the room? Is it sometimes, most of the time, or is
There is a lot we can get wrong about culture mapping. We define culture mapping for organizational change as the process that establishes the specific steps needed to change the culture of an organization to bring about improvements in employee behavior and productivity in a positive way. Here is what we got wrong about Culture Mapping and what we can do about it.
The matrix organizational design derives its name from resembling a table with elements included in both rows and columns. This type of organizational structure results
There are many reasons organizations set out for a merger or acquisition. It’s a business tool to grow the bottom line by obtaining key processes,
Over the past few years, finding loyal employees who also produce beyond everyone’s expectations, has been a hot topic amongst talent professionals and senior executives.
Organizational change often fails, not because of poor ideas, but because of emotional resistance and misalignment. At Louis Carter, we help you tackle the human side of change head-on. From silos to fear of the unknown, we identify what truly holds your team back and replace resistance with purpose. Our proven methodology empowers leaders to create emotionally connected, high-performing workplaces where change isn’t feared, it’s embraced.
Original Post from X: Louis Carter (@louislcarter)Thank you @brucerosenstein and @ShanthaRMohan for sharing this. Frances remains often on my mind for the profound influence she had on my work at Most Loved Workplace (@LovedWorkplace), and
Lately, headlines are sounding the alarm about “AI sabotage” — employees allegedly undermining their company’s artificial intelligence initiatives out of fear of being replaced. But let’s be clear: the real story isn’t sabotage. It’s a
Research consistently links inclusive leadership to organizational strength. Studies from Deloitte and Harvard Business Review indicate that authentic support for LGBTQ+ inclusion—beyond policy—drives measurable outcomes. There is a marked difference in organizational stance and outcomes
I used to wear exhaustion like a badge of honor. Long hours? Relentless pressure? Just part of being a “strong leader.” Then neuroscience hit me with hard truth. Chronic stress shrinks the prefrontal cortex, the
The corner office has become a pressure cooker. Behind polished LinkedIn posts and earnings calls, a silent epidemic is brewing: 78% of executives report chronic exhaustion, while 65% hide panic attacks before board meetings (Harvard
They’re smiling. They’re still showing up. But inside, they’re crumbling. That’s the image of many leaders today—burned out, isolated, yet afraid to say it. They’ve been taught that strength means silence, that resilience means hiding
Despite what the best performer or some overzealous employee would say, burnout is no badge of honor. It is, in every sense of the word, a red flag. Yet, 72% of CEOs admit they’ve pushed
In my own conversations as a coach and founder of Most Loved Workplace®, I see the same pattern: too many people feel emotionally disconnected from their jobs. They show up physically but have checked out
In today’s competitive landscape, many organizations still strive to be “liked.” They invest in friendly cultures, flexibility, and traditional engagement initiatives. But the hard truth? Being merely liked no longer drives loyalty, performance, or retention
By Louis Carter, Founder & CEO of Most Loved Workplace® I had just finished a particularly difficult call with a Fortune 500 CHRO when the truth hit me like a freight train. “Louis, we’ve tried
