I have a degree in mathematical economics, which is a strange background for an HR person. Here are the numbers I keep coming back to.

Four questions about the person they report to. Do you know what your employees would say?

When we treat a resignation as the end of the relationship, we walk away from the most honest feedback we will ever get.

46% of U.S. workers don’t use all their PTO. Here are the benchmarks, and why I am not sold on unlimited.

One of your five salespeople always closes — so every important account goes to them. They will never tell you it’s too much.

Job security isn’t a policy you write. It’s the accumulated impression of how you handle mistakes, how you hire, and what you say about the future.

The myth is that younger workers need daily feedback. What they actually want is your attention — time with their manager.

They don’t hold back because they dislike you. They hold back because they like you and don’t want to make you feel bad.

A 100-person company replaced its second-most-important executive and never sent a memo. They assumed people knew. People didn’t.

The objection I hear every time: there’s nowhere to promote them. Fair. So make the job progressively more interesting instead.

If I interviewed six random people at your company, would they say you are people-forward? Here is why the answer is worth money.

You have a vision. Has anyone told Jane how her work makes it possible? If not, she thinks she just does the admin job.

Salary is the number six reason people stay. It is still the number one reason they leave.

Not culture in the abstract. Not a mission statement. Flexibility is what decides whether you keep your best people.

“Commute worthy workplace.” Once you sit with the phrase, the whole return-to-office fight looks different.

I left Delta to stay home with my son. I missed working. Both things were true at once — and that is where this company came from.

My recommendation has genuinely shifted over the years. Here is where I have landed on remote, hybrid, and fully in-office.

Buy your team a book. Walk through it over two lunches. That’s it — you just built a leadership development program.

The decisions you make with your people during an uncertain stretch will shape the next two years. Four ways to lead through it.

“I have anxiety and need to take some time off.” A dozen questions hit you at once. Here is where to start.