Micro-interview by Jonathan Bennett, Executive Coach, and Kylie Fox-Peltier. Jonathan was interested in learning from Kylie about what settlers don’t see, or understand, when it comes to how leadership is understood from an indigenous perspective. As Kylie says, “As Anishinaabe, we are taught to lead with our hearts and spirit, not just our mind.”

It can be hard to know if your cover letter actually helps you land the job or if it’s just a superficial template. Here are some ways to make your cover letter pop.

Shift your approach to how you manage time, and how view delegation. Created a plan for how to implement different systems and processes to inject calm your workplace.

Build space for strategic thinking into your work week. Do work only a CEO should do. Stop the drama and create a calm workplace.

One challenge is fear. Many organizations are afraid that they won’t approach Equity, Diversity, and Inclusion in the “right” way. This fear is debilitating, leaving organizations in one of two states: stunted (doing nothing) or worried (spending lots of money on legal fees). I say, be courageous and just start somewhere.

For some, this starting point could be learning—about racism, transphobia, ableism, and other forms of discrimination. For others, it could be having safe dialogues to help develop resources for employees. We won’t progress in our EDI journeys if we don’t try to take at least one step forward.

You are only brand new on a team for a short, precious while. Soon, you'll be enmeshed in the group's culture. This means, you're more likely to defend your collective decisions, even if flawed.

Understanding your value proposition, and how you are positioned against your competition is important. So is where you’re headed next. Take this quick quiz to learn more.

Jonathan Bennett is a guest on the podcast “Get Hired Up” with Maureen Farmer from Westgate. Conversation is about leadership, B Corps, and strategies to land Board appointments.

Micro interview with Jonathan Bennett and Matthew Dubins. They discuss Matthew’s entrepreneurship successes, autism, and turning passions into business.

No one knows exactly where their own career is headed. Shockingly, even those who seem to have it all together. Sometimes, they ESPECIALLY don't. When you're at a crossroads, feeling lost, uncertain, or lack confidence, take comfort. It means that change is happening.

Leadership decision-making is all about knowing when to make the right moves, but that comes along with many questions and self-awareness. Here is how making those changes can be like choosing an avocado.

Micro-interview between Jonathan Bennett and Liesbeth van der Linden, global executive coach about the commonalities between leading distributed teams and moving abroad to lead in person.

Micro-interview with Kemi Akapo, City Councillor and community organizer where Jonathan Bennett and Kemi discuss leadership, the pandemic, decision making and the confidence.

Suzanne Clark, Partner with Four Corners is a recruiter who has insights into questions and how and why we ask them.

Interview with Bellrock’s Tara Landes. Think about former employees as alumni, and create the conditions for them to want to return.

Don’t leave the way your employees are hired, onboarded, and therefore how they attach, to chance. Get it right by being intentional. Ask yourself what’s going on when they first arrive—what’s going to be their first impression?

Onboarding is not an HR checklist. It’s a leadership opportunity. So, who’s coaching and guiding them on each step of the attachment journey?

Short interview with Jonathan Bennett about executive coaching, how leaders work with coaches to solve problems and create new plans.

“Dream job” is referenced these days ubiquitously. It’s among the most corrosive world-of-work ideas that have surfaced over the last decade.

Here’s my issue: the notion that we all should have, or be pursuing, our own “dream job” puts a social media perfection filter on something that is not an end state.

When it comes to keeping staff engaged, it’s never been a more fragile time to be a leader.

We judge our staff by what they have recently accomplished—in other words, by what they have already done.

But our employees judge themselves by what they believe they are capable of doing, one day.

During a recent coaching call, a client and I talked about this very thing, about how important it is to close this mindset gap, especially if we want to keep good staff during the so-called “great resignation.”

We are all replaceable at work. Eventually, every person leaves but the show goes on. The work continues. The brand endures.

Think about a longstanding organization over the course of fifty years. It brings to mind the Ship of Theseus. Does an organization which has had all of its people replaced many times over, remain fundamentally the same thing?

All leaders have at least one or two special attributes. Things for which they are known, that they can do which are especially valued. You’ll still be replaced, no problem. But, it’s good to know: what sets you apart?

I like to have those leaders I coach ask themselves:

• What one thing am I better placed to do than other leaders around me?

• What skill or competency do I have those others seem to lack?

• I can certainly be replaced, and when I go, it’ll be very hard for them to find another leader with ?”

Knowing what differentiates you from others helps you position yourself, and clearly articulate your value…