Jody Michael Associates

Most people think networking means reaching out when you need something.

But some of the strongest professional relationships are built long before that—through shared work, contribution, and trust. Volunteer work creates space for exactly that.

It’s not just about giving back. It’s about showing up consistently, working alongside others, and being seen for how you think, lead, and collaborate.

If networking has ever felt forced, this might change your perspective.

The Hidden Networking Power of Volunteer Work - Jody Michael Associates Volunteer work builds trust-first relationships that lead to real opportunities—without the pressure of traditional networking.

Not every mistake needs correction.

This piece from Harvard Business Review makes a compelling case for why effective leaders let minor missteps slide—and focus instead on what truly impacts outcomes.

Overcorrecting small errors can erode trust, slow teams down, and signal a lack of confidence. The real leadership skill is knowing when to step in—and when to let the moment pass.

A useful reminder that judgment, not control, drives performance.

Why Leaders Should Let Minor Mistakes Slide Many managers are criticized for showing leniency in performance reviews for low performers. But new research finds that may actually be a rational response to a costly problem: employee retaliation. When negative evaluations trigger gossip, slowdowns, or even sabotage, the financial and cultural da...

We’re often told not to take feedback personally. But what if that advice is holding leaders back?

This perspective from Kellogg School of Management challenges the idea that detachment is always productive—and instead makes the case for engaging with feedback more deeply, not less.

For leaders, the real skill isn’t avoiding discomfort. It’s learning how to process feedback in a way that sharpens self-awareness and strengthens performance.

Why You Should Take Feedback Personally Whether you’re giving or receiving feedback, making it personal isn’t a bad thing—it can help you and your team grow.

Staying relevant at work isn’t about working harder—it’s about learning faster.

In today’s environment, continuous learning isn’t optional. It’s the difference between staying adaptable or slowly becoming obsolete. The most effective leaders aren’t the ones who know the most—they’re the ones who keep evolving.

Our latest blog breaks down why learning has become a career survival skill—and how to build it into your day-to-day.

Why Continuous Learning Is Now a Career Survival Skill - Jody Michael Associates Continuous learning is now essential for career growth—build the skills you need for your next role before you’re passed over.

Not every leader needs to be the main character.

In fact, the most effective leaders often step back — creating space for others to contribute, grow and lead. This article from Harvard Business Review explores why embracing the role of a “supporting character” can strengthen teams, build trust and drive better outcomes.

It’s a powerful reminder that leadership isn’t about visibility — it’s about impact. And sometimes, the greatest impact comes from elevating others.

The Best Leaders Embrace the Role of Supporting Character The rise of “founder mode” and “main-character energy” as approaches to leadership has pushed many executives toward self-centered, top-down styles that research shows are deeply counterproductive—eroding trust, stifling performance, and ultimately leaving leaders themselves less engaged a...

Many workplace conflicts don’t start in the boardroom. They start at the dinner table, in family dynamics, or through long-standing communication patterns we rarely stop to examine.

This insightful article from Kellogg School of Management explores why negotiating with family and friends can feel so emotionally charged — and what those interactions reveal about how we navigate tension, assumptions and relationships in every area of life, including work.

For leaders, self-awareness around these patterns matters. The conversations we avoid, the roles we default to, and the emotions we bring into conflict all shape how we lead teams and build trust.

insight.kellogg.northwestern.edu

What values do you actually stand for?

Not the ones on your website—or the ones you aspire to—but the ones your decisions reinforce every day.

When leaders operate with a gap between stated values and lived behavior, teams notice. Trust erodes, alignment weakens, and culture becomes inconsistent.

This piece from Harvard Business Review challenges leaders to take a closer look at what their actions are really signaling—and how to course-correct.

What Values Do You Really Stand For? Values act as both a compass and a driving force, pointing you toward the right goals and motivating you to pursue them. Once you identify your values and deliberately apply them to your decisions, relationships, and ethics, they become powerful tools for shaping your leadership style. The key is to...

6 in 10 workers say they have a toxic boss. That’s not just a culture issue—it’s a leadership risk.

Toxic leadership erodes trust, limits honest feedback, and quietly drives disengagement across teams. The impact isn’t always visible right away, but it shows up in stalled performance, turnover, and missed opportunities.

This article from Fast Company breaks down what’s behind the trend—and what leaders need to do differently.

6 in 10 workers say they have a toxic boss, study finds Employees say poor leadership is driving stress, job changes, and even financial loss, while companies invest more in AI than in people.

Technical expertise may get leaders into the room—but it’s not what determines their long-term effectiveness.

This article from Harvard Business Review makes the case for “power skills”: the human capabilities that shape how leaders communicate, adapt, and build trust.

As roles become more complex, these skills aren’t optional—they’re foundational.

A useful reminder that leadership is less about what you know, and more about how you show up.

Why Leaders Need “Power Skills” Many leaders today face a gap between their skills and the evolving demands of leadership, especially in fostering trust, engagement, and innovation within teams. Mastery of soft skills, or power skills, is essential for sustained leadership success beyond technical expertise. There are three ways l...

Loneliness isn’t always about isolation—it’s often about misalignment.

This article in Inc. Magazine from Harvard University research highlights a more nuanced reality: people can feel deeply disconnected even when surrounded by others, especially when interactions lack meaning or authenticity.

For leaders, this has real implications. Culture isn’t just about collaboration—it’s about connection that actually resonates.

A useful perspective on what many organizations still overlook.

Harvard Said Loneliness Was Killing Us. A New Study of 10,217 People Just Revealed a Surprising Twist A new study shows that loneliness is linked to worse memory early on. Its biggest impact happens before cognitive decline begins.

Leaving corporate life isn’t just about what you’re walking away from—it’s about what you’re moving toward.

This piece from Kellogg School of Management outlines five practical ways to think more intentionally about your next chapter—from redefining success to building structure outside traditional roles.

For leaders used to constant motion, the shift can feel unclear. But with the right perspective, it can also be one of the most strategic transitions you make.

5 Tips to Chart Your Post-Corporate Life The work doesn’t end when you leave the C-suite. Here are tips to get the most out of your next stage.