My friend Melissa Fairman has a three-part series on time management that is in week two, but I didn’t want to wait to tell you about it.

Read and watch part one and part two. It’s good.

Melissa is trying to help you figure out how to manage your time better so you can do important work. What’s important work? Well, it’s work that moves an organization forward. Or, in my opinion, it’s work that moves the business of you forward.

Time management is not my friend. Well, more accurately, details are not my friend. Years ago, I was organized and walked around with a day planner in my hands. Then I saw how influential people outsourced their details, and I followed suit. Stopped paying attention to details and relied on others. Pretty stupid because I started missing meetings, flights, and important appointments.

But here’s one weird thing about life: I might miss a phone call, but I always make it to pilates and my hair appointments. It’s the other stuff — meetings, answering your email, remembering to pay my cell phone bill on time — that pose a challenge for me.

There’s always time to read or watch TV, but there are never enough hours in the day to answer LinkedIn requests for my time. There’s plenty of time for surfing on the internet and reading Melissa’s blog, but there’s not enough time to take that e-learning course on blockchain so I can finally understand it a little better.

So, I’m not sure if time management is a challenge or a choice. No, wait, I’m totally sure it’s a choice. The real question is why I’m avoiding important work that matters and, instead, focusing on stupid shit.

Is it because I’m a flawed and lazy human being? Yes.

Am I self-sabotaging? Probably.

My time management skills are an ongoing theme in my life, and no corporate initiative or program will make me — as an employee or a business owner — focus on work that matters until I choose to focus on work that matters.

I suspect that many employees are like me, deliberately distracted to avoid doing work that makes us uncomfortable for reasons that don’t make sense in the conscious world. Maybe employers can encourage people like me to explore why we make counterintuitive choices with our time and attention. After all, if we’re not doing work that matters, we’re not doing anything at all.

The good news is that Melissa will talk about individual accountability in the final video. I can’t wait. If anything, that video has an audience of one and it’s me.


My friend Paul Hebert is writing all across the internet about why employee engagement might not be all that it’s cracked up to be.

First of all, let’s define employee engagement. Employees are engaged when they give their best each day through intrinsic effort, are committed to organizational goals and values, demonstrate extrinsic efforts beyond their immediate job, and have pride in their work.

Or something like that. I think there’s an element of loyalty that I’m missing in the definition, but it’s been a long time since I’ve done a webinar on the topic.

So here’s what Paul has written about employee engagement, lately.

Why Employee Engagement Needs to Be Re-Thought (Warning: It’s a Rant)


Employee Engagement Isn’t an Employee Engagement Problem

Why I can’t write another post about the importance of employee engagement.

(Note, he wrote like five more posts and about a thousand tweets after that last one.)

One of Paul’s most significant ideas, IMHO, is that if we want to impact employee engagement we need to influence the manager. I’ll butcher the concept, but it goes something like this: Managers are in charge of an employee’s individual experience at work. Want better engagement scores? Help managers create a better experience at work.

I love it.

Paul goes further. What if employee engagement doesn’t matter like we think it matters? What if a disengaged worker isn’t as dangerous as we believe? What if engagement can only optimally follow a bell curve? Or what if it only matters if our top workers are engaged? And what if that doesn’t even matter?

The thriving contrarian in me loves the way his brain works, which is why Paul and I are friends. Let’s take this a step further and ask a fundamental question: What if none of this matters?

• Can you give your best each day but not really give a rip about goals and values? Yes.
• Is it possible to go above and beyond in your job without being loyal to the company? Sure you can.
• Are you able to have pride in your work without loving what you do, where you do it, or who you do it for? Absolutely.

You can do good work but have emotional distance from your job if you’re a healthy adult who is the CEO of your life. You can be a great employee on paper who doesn’t really care about being an employee if you have a work ethic and have your eyes on a bigger prize. And you can be engaged if you’re a craftsperson who takes pride in results but doesn’t get caught up in corporate interests.

But many of us struggle to be the CEOs of our lives, which is why I think we have low engagement scores.

Most jobs barely provide for food and housing. We’re always told that the gig economy is here, which means that — if we are FTEs — we’re one step away from losing the safety and security of our healthcare and retirement benefits. Or we have those benefits, but they’re so expensive that they threaten other basic needs.

Also, most jobs are done in isolation. Whether it’s the social isolation of an open office environment where everybody is wearing headphones and communicating via Slack — or the isolation from not having a union, guild or even an HR department that has your back — we’re all teams of one that are pitted against one another and forced ranked into a system that rewards the wrong types of social behaviors.

Work is broken. But I’m at the place in my life where I don’t give a shit if work is broken, or, more accurately, I think you can fix yourself and work won’t be so bad.

If you bet on yourself and invest in skills, you’ll always have options because you’ll never stop learning and growing. Prioritize your happiness — which means doing the work and acquiring life skills to overcome some of the sadness in your life — and be more resilient and have a better response when times are tough at work.

I also believe you can’t walk away from a crappy job unless you fix your money. Fix your money, fix your life. And get the life you want by creating a community — building a better personal brand based on kindness, networking with the right people, being helpful to others — and you’ll be much more engaged in real life.

Finally, prioritize your physical and emotional wellbeing so that your body isn’t a victim of the emotional firestorm in your brain. Nobody can treat you better than you treat you. While you can be healthy at any size, you can’t be emotionally or physically healthy if your wellbeing comes second to everything else in this world.

We fix work by fixing ourselves, and, also, by fixing ourselves, we render constructs like “employee engagement” worthless. If we’re going to measure something, let’s stop measuring employee engagement and start measuring how much we love and cherish our lives. All of it, by the way, not just the part that delivers a paycheck.


You’ve heard the saying, opinions are like… armpits, right? So is advice. Everyone has them and most of them stink, especially when it comes to careers. But Alison Green has some advice about advice for you; you’ve got to separate the good from the bad, and you have to pick your battles. Today, she and Laurie talk about crappy advice, what it takes to be a great leader, and what she wishes all managers knew.

  • Bad advice isn’t limited to careers. It all stems from a much bigger problem: we think we know what’s best for another person and their life. We’ve all had jobs, and as a result, we all have opinions about how they should be. But the truth is, most of us have trouble acting on the advice we give AND receive. Alison even has a folder full of questions asking for her advice on topics where there IS no great answer, including farting at work. Seriously.
  • Not all advice is crappy (pun intended). Every once in a while, we get a gem that can fix a situation or even change the way we think. Alison had one such piece of advice early in her career: pick your battles. Despite it being good advice, Alison had a hard time swallowing it, and she explains why. Twenty-somethings, this is for YOU. Laurie also shares a piece of advice she got that she has patently ignored.
  • Great leaders get where they are by filtering the good advice from the bad, and there are some key aspects they share. Drive and commitment are a given if you want to get results. But some of the other things Alison believes are required for good leadership might be a little difficult for you to embrace. While there are some great leaders, there are plenty who are lacking, and Alison shares her theory on why there are so many of them.
  • Conflict avoidance is one of the most pervasive issues in management. People don’t want to have difficult conversations, and it leads to terrible work cultures. Alison shares a story about a difficult conversation she had to have with an employee, and you should DEFINITELY take notes on how she handled it.
  • Do you have to be a people person to manage people? Ask 10 people and you’ll get 10 different answers because, you guessed it, we all have our own advice to give. But if you want GOOD advice, Alison wrote the book on it, Ask a Manager. She shares whether you really need to be a people person if you want to lead well. Introverts, according to Alison, you CAN be a great manager.
  • As an employee, or even as a manager, you’ve probably come across the sense of secrecy about management. So what do managers wish you knew? Alison has some great thoughts about that, and first among those is that it’s okay for an employee to speak up. She shares when it’s appropriate and how much you should divulge.
  • Alison’s new book, Ask a Manager, isn’t just a collection of blog posts she’s written over the years. Instead, Alison took all she’s learned and created a handbook for managers. Specifically, ‘what to say when,’ and other things that you can actually learn and apply to your daily interactions with employees. Alison gives you the language to use for awkward and cringey conversations.

The DIY HR Handbook

Wouldn’t you love to get your hands on Laurie’s no-holds-barred, honest DIY HR Handbook for employees and pros alike? Download it for free!

Alison Green

Ask a Manager Website

Ask a Manager Book

Slate Articles

New York Magazine Articles




Shawn Madden is made of fun. No, really. His company, Fun Corp, runs ‘friend building’ parties for small to medium sized teams and companies to help create real social connections and friendships that directly affect culture. Because his business is mostly fun and games, Shawn has a unique perspective on the workforce because he takes employees OUT of their normal habitat. You might be surprised at what he sees as a result.

  • There are two ‘dirty f-words’ at work, fun and friends, and this is where Shawn believes that work is broken. People are almost afraid to be social at work the way they are in life, so they end up with a sharp divide, which Shawn explains as ‘Facebook is for friends, LinkedIn is for co-workers.’ Now Shawn claims that it’s science that it’s good to have fun at work, and he reveals why.
  • You’ll often find that friendships at work can cause trouble, especially when it’s between a manager and an employee. But it’s really not that different than having falling-outs with your friends in life. Shawn poses the question: is it a matter of touching a hot stove or falling off a bike? He explains why the distinction matters.
  • Shawn has a plan for fixing work, even though many leaders are resistant to it. Rather than invading the workplace, he’s inviting teams out of the office to connect in different ways: company parties. It’s the one box that company managers know they need to check off whether they believe in being social at work or not. Oh, and introverts? Fun Corp hasn’t forgotten about you.
  • Laurie and Shawn don’t necessarily see eye-to-eye on team building. In fact, Laurie owns the domain name (For real!) Laurie believes that companies put on events to help themselves, not their employees, and it’s all for profit. Shawn doesn’t disagree, but he explains why his approach is very different.
  • How does Shawn know what he’s doing is working? It’s from the stories they get back after hosting an event for a company. It’s when the employees want to keep the party going at the office. Well, sans alcohol and giant Jenga. But people who used to walk the halls with their heads down now have fun memories in common.
  • Despite the fact that Shawn’s current strategy is to get teams out of their environments, when he looks at the future of work, he poses the question: do we really need to leave the office to have a party? How would YOU feel if your boss decided that they were going to give you 4 hours off on a Tuesday so that you and your co-workers could party and bond together? Shawn talks about other ways that leaders can bring fun back to work.
  • Planning parties isn’t easy. And getting leaders to engage is challenging, too. Shawn recommends a simple game that teams can start playing tomorrow: High, Low, Betcha Didn’t Know. He and Laurie play it live, and you’ll see from Shawn’s recommendation of a tour guide for Laurie how effective it can be in making connections. Shawn also shares the ONE metric you should use to see whether or not the party went well.

The DIY HR Handbook

Wouldn’t you love to get your hands on Laurie’s no-holds-barred, honest DIY HR Handbook for employees and pros alike? Download it for free!

Shawn Madden at Fun Corp






Hey, everybody.

Years ago, I did a series of blog posts called “F@%k It Friday.” We’d spend the day on Friday talking about stuff that has nothing to do with work or HR.

So, it’s Friday afternoon. I worked hard, this week. Let’s have some fun and bring F@%k It Friday back. Why not? I’m sick of fixing work, today, and sometimes it’s good to have a little fun.

I wonder — do you prefer lakes or oceans?

Let me know!



Hey, everybody. I’ve been absent from blogging because there aren’t enough mental hours in the day to write a book proposal, launch a podcast, focus on my wellbeing, read books, earn a little cash, and be present in my home life.

Sometimes I need a break from the screen, and the blog has languished.

I’m also trying to be less negative about human resources, which is what this blog is all about. It’s unnecessary to bang the drum when you’re right. Work is messed up, and HR is complicit. But the people I need to reach don’t work in HR. It’s time to help make the employee experience better (or less cruel) for more people. And since HR professionals are employees, too, it makes little sense to tear them down. They’re often victims as much as anybody else.

So, instead of being an HR blogger with limited views on the world of human resources, I’d rather pursue solutions to fix work for everybody. And I use the word “fix” because I think there are solutions to the wage gap, institutional biases, and the other intricate ways that work sucks. If I do my job right — by curating good ideas and sharing my own thoughts — I’ll fix work, and, also, fix HR.

That’s why I’m busy building a platform. Books. Podcasts. Blogs. Courses. And I will need your help. Whether you work at a restaurant or in HR, fixing work is a community effort. And we fix work by fixing ourselves. I’m ready to level-up and help people improve work around the world. And because you’re reading this, I think you’re ready, too.

I’ll be back soon with more information on how you can get involved.


Elisa Camahort Page co-founded BlogHer, later became the CCO at SheKnows Media after they acquired BlogHer, and is now a writer and consultant. Entrepreneur, speaker, conference leader, and blogger, Elisa has the type of bird’s-eye view of work the rest of us can only dream of. Laurie and Elisa talk about the disconnected workforce, the gig economy, and the rise of those brave souls who are daring to be their whole selves at work.

  • Elisa has a unique view of why work is broken. Have you ever noticed that the higher up someone gets in the management chain, the more disconnected they become from what they did before? That disconnect turns into a fundamental lack of empathy. But here’s the kicker – that lack of empathy goes in BOTH directions. Elisa has been at the top of the management chain, and she approached the problem of empathy directly.
  • If you’re an aspiring entrepreneur who is looking for a partner or co-founder, you know it isn’t easy. Elisa has some very practical advice for finding the right person: date them. Not romantically, but work on a project together before you launch a company. You’ll thank her later. She shares the story of how she and someone she barely knew founded BlogHer.
  • Many of the issues we’re discussing in this day and age (wage gaps, family leave, etc.) were front and center for BlogHer in 2008 – a decade ago. That fact alone makes the idea of change seem like a lost cause. But is it? Elisa shares what is disappointing for her, but also, where she has hope for the future. The first one might surprise you: working from home.
  • Then, there’s the gig economy. With so many people working from home as contractors, what about benefits? How is automation affecting jobs? Why is wealth being concentrated in the hands of so few? Is it possible to outsource and globalize yourself out of having a workforce that is engaged? Elisa and Laurie pick apart what the future of work looks like.
  • At BlogHer, Elisa and her crew were looking at how women can be fairly compensated and fairly heard in the workplace, and she brings some happy news. As side hustles become main hustles, there’s a lot more hope for marginalized groups to earn what they deserve. And there’s a hidden benefit to this as the gig economy allows us to bring our WHOLE selves to work, not the version of us that corporations want.
  • Have you ever heard of a ‘work-life advocate?’ These people are coming from a place of not being politically engaged or familiar with social issues, but in recent years, they’ve become galvanized. To do what? Elisa explains what work-life advocates are… are you one of them? This is one of those cases where it might do a later generation well to learn from the younger ones.
  • There are some companies out there who are doing it right. Take, for example, the company who makes WordPress. They don’t even have a headquarters; they meet regularly, but everything they do is remote. People who can’t work in traditional settings flock to companies like this, and the flexibility they provide is incredible.
  • We’ve covered the ideas of living wages, dividends, and universal basic income. Like many of our other guests, Elisa doesn’t see another option, especially with automation and globalism. Alaskans get a dividend from oil, but have you thought about the tech industry doing something similar? With automation and outsourcing, there ARE no jobs.
  • In closing, Elisa tells the story of a boss who told her she needed to lower the expectations of her employees when they were upset they didn’t have the time or resources to do their jobs well. As you can imagine, that didn’t go over well with Elisa. You have to hear what she asked HIM to do instead. And the point of the story is this: do you understand the difference between satisfaction and happiness?

The DIY HR Handbook

Wouldn’t you love to get your hands on Laurie’s no-holds-barred, honest DIY HR Handbook for employees and pros alike? Download it for free!

Elisa Camahort Page


Preorder Book: Road Map for Revolutionaries


SheKnows Media






Hello, everybody. I’m headed home from a week in Ireland. I hate it when bloggers like me go on vacation and then use their time away from the computer as an opportunity to lecture you to take your PTO.

“You need space and time to think,” they write. “Turn your brain off. Get away from the computer. Get back to what’s important in life: creativity.”

I don’t know what world these people live in, but most of us don’t have the freedom and luxury to take a break from reality and swap our daily negativity for a more positive inner dialogue.

But chumps like me are right. You gotta take your PTO.

It pains me to admit it, but all that touchy-feely crap about taking your PTO is right. Time away from the grind is good for your mental and physical health. You are killing yourself for your job, and it’s not worth it. Most of you work in bullshit jobs, anyway. Take your PTO.

It’s also true that too much work makes you weird. All that initial energy and passion for your career becomes obsessive and unnatural. It leaves you with a myopic interpretation of purpose and goals. And it makes you annoying as hell. What’s worse than someone who only talks about work? Not much. Take your PTO, get better at your job, and have more interesting life stories. 

Finally, PTO is part of your total compensation package. (Well, if you’re lucky and don’t work in some crappy portfolio/temp/creative job.) When you skip vacation days, you’re leaving money on the table. Companies love unlimited PTO because it turns out that works take less time off when there aren’t clear parameters around the program. Take all your PTO. If you have unlimited PTO, test those boundaries. Don’t let your company profit from your weird, peasant-like commitment to work.

And a quick word for people who don’t have PTO — join a union and fight for your rights as workers. Or get a lawyer. Years ago, Microsoft had to go back and recognize contractors as employees because the lines were blurry. I think the market is ready for another lawsuit. Words like “employee” and “contractor” are 20th-century terms in a 21st-century economic environment.

What’s full-time? What’s part-time? What’s contingent? Freelancers, artists, and entrepreneurs should test this and redefine the corporate and social contracts in America and beyond.

But all of that is for another day. Just do me a favor and take your PTO. It’s good for your brain, your body, and your soul. And you freakin’ earned it.


Robert Sutton is a Professor of Management Science and Engineering and a Professor of Organizational Behavior (by courtesy) at Stanford University. He co-founded the Stanford Technology Ventures Program (STVP) and the Hasso Plattner Institute of Design (which everyone calls “the”). He’s also a Ph. D., but he doesn’t like to be called Doctor, or even Robert. His latest book is called The Asshole Survival Guide: How to Deal With People Who Treat You Like Dirt, and that’s what he and Laurie talk about on today’s episode.

  • Bob and Laurie both think the management landscape is broken, and according to Bob, managers tend to make two major mistakes. First, they overestimate their own value. In practice, this means that the more they micromanage employees, the more highly they’ll rate their employees’ performance, whether they actually perform better or not. Second, managers don’t know when to back off. It’s true: when an authority figure is in the room, it has a stifling effect – and Bob reveals why leaving the room is often the better move.
  • What’s the solution? Bob argues that we do need some management, but we need as little as we can get away with. Think about it: nowhere in the animal kingdom or in human society does there exist a group without some sort of pecking order. Google tried to get rid of it in the early days, but that blew up in their faces. Bob shares another story about GitHub’s dysfunctional lack of management adhocracy which led to every business owner’s worst nightmares and a founder getting forced out.
  • So where do you land between ‘Lord of the Flies’ and militaristic management? Laurie and Bob talk about the difference between authority and authoritarian assholes, and between narcissists and guilt-prone leaders.
  • What do you do if you’ve just founded a company and are looking to build strong leadership without being a stifling leader? Bob believes that the best leaders have ‘strong opinions that are weakly held.’ They also bring in people who offset their own weaknesses. Finally, if you’re going to be a leader, you HAVE to be resilient.
  • Want some quick and dirty advice on how to deal with assholes when you’re stuck in your job and you can’t get out? Bob’s got some tips for you. In fact, he’s the expert on how to deal with assholes; he even wrote the book on it. But the answer is probably going to shock you, and he shares a story of someone who worked at Apple for 25 years and how he avoided Steve Jobs’ wrath. You also don’t want to miss the technique another of Bob’s colleagues uses on assholes – he deals with this problem like a research scientist would!
  • On a more poignant note, Bob and Laurie discuss some of the greatest scandals in the past decades, from sexual abuse in the Catholic Church to Bill Cosby to Harvey Weinstein – there is strength in numbers. When you have people around you standing up for the same reason you are, you can no longer be singled out as a crazy person.
  • Bob’s latest passion project is spearheaded by his podcast, Friction. What is organizational friction? Bob’s learned a lot about it – he and his co-host have tracked organizations as they scale, and how great ideas and excellence can spread, but the big obstacle is continuing to do the great things they’ve been doing all along. Friction, frustration, and fatigue – they bring everyone down. But in his research, Bob has also found good things about friction, such as when friction was a result of a problem that could be fixed.
  • Bob gives us a preview of an episode of his podcast that hasn’t come out yet, a husband and wife team who run a 7-person restaurant chain in the San Francisco area. From dealing with substance abuse to the rhythm of the typical workday, Bob details some of the areas of friction they deal with. How do they do it? Like it or not: the answer is hierarchy.
  • When is friction good or bad? Are there times when you should embrace the friction or you should change the system to eliminate it? Bob shares a wealth of insights on how to deal with friction in the workplace. One of these is ‘the cone of friction.’ It’s a person who, wherever they go, cause friction around them. He also draws in the legendary George Carlin’s saying: “Your stuff is shit; my shit is stuff.”
  • Some of the worst managers and leaders act like children and lick the cookie. Rebecca Hinds was a guest on Bob’s podcast, and he shares the DIY sabotage that creates bottlenecks and breakpoints within a company.
  • Shifting gears, you have probably noticed the trend of many companies to celebrate failure. Fail forward! Fail fast! But is this the best path? Certainly, we shouldn’t run from it, but if we’re going to fail, we should be failing in new and interesting ways. Bob and Laurie talk about what healthy failure looks like.

The DIY HR Handbook

Wouldn’t you love to get your hands on Laurie’s no-holds-barred, honest DIY HR Handbook for employees and pros alike? Download it for free!

Bob Sutton




Friction Podcast

Asshole Videos


Podcast Appearances

Bob’s Favorite Friction Podcast Episodes

Don’t Sugar Coat Your Culture with Patty McCord

Friction’s Antidote: Radical Candor with Kim Scott

DIY Sabotage: Lick the Cookie with Rebecca Hinds of Dropbox


Sam Weston is attempting the impossible: trying to educate our lawmakers about technology and its effect on the workforce. Okay, maybe it’s not impossible, but so far, it’s been an uphill battle as automation and artificial intelligence have continued to take jobs from people who need them. There’s no support for those people, and Sam’s mission is not just to raise awareness; he aims to help those lawmakers by giving them context with awareness, and a plan to make things better.

  • Sam was born in New Zealand and began his career in politics there, but it wasn’t long before he came to the US to become a political consultant. From there, he stepped into PR and then into an Internet agency where he participated in the early days of the Internet and saw its impact on business.
  • The Internet has been great for business. We all know this. But there’s a hidden truth that no one wants to talk about. Businesses have been growing but it’s at the expense of employees, and the Internet explosion threw fuel on the fire. Consider: Facebook changed the world, but have all the changes been good?
  • No doubt you’ve seen a million different promises that if you fix THIS ONE THING, you’ll fix work for yourself. It’s the perfect marketing pitch. But according to Sam, fixing one problem won’t fix all of work. In fact, a lot of what people say is broken about work isn’t really broken at all. Case in point: communication.
  • So, if all these problems are just symptoms, then what is the actual problem? It’s simple: no one is fixing work for employees. All the consultants, programs, and courses are trying to fix work for the company instead. Most employers are happy with the way things are and Sam reveals what’s really on their minds when they think of fixing work. If you’re a cynic, you’ll agree.
  • As always, there’s an underlying problem here: the interests of a company are its shareholders. And that interest will always be diametrically opposed to the interest of the employee who asks, ‘how can I get paid what I’m worth?’ A different sort of problem for those who don’t struggle to earn enough to live is finding purpose and meaning in their work. They wonder if they’re wasting their lives.
  • The amount of change rushing toward the workforce is massive. With the advent of AI and technology, more and more jobs will be disappearing. Importantly, this second rush of automation won’t just affect automotive industries and factory workers; it’s the white-collar workers who will bear the brunt of this coming change. Laurie asks a scary question, ‘is the future of work NOT work?’ Sam believes the jury is out on whether the number of jobs AI creates will be more or less than the number of jobs it destroys. But here’s the parallel issue: no one is talking about the jobs it will destroy.
  • We already don’t have a great track record of supporting people whose jobs were either outsourced or taken by robots, and it brings up an interesting discussion around politics (of course) and how the Democratic party has become more about the status quo instead of for the working class. You’ll want to hear what Sam and Laurie have to say about political capital and what it means for change. Do you agree?
  • With all the gloom and doom of business interests and the AI tidal wave that’s about to hit, we have to wonder what’s standing in the way of truly fixing the systemic problems of work? Sam’s response is so dead-on that you’ll be nodding along: our policymakers are technology-illiterate. They don’t understand the problem or how to fix it.
  • According to Sam, we are drowning in awareness of problems, but we aren’t drowning in change. This is what he’s dedicated himself to fixing. If we can present the problems that technology brings, give it context, and make it matter to policymakers, that is a HUGE step forward in heading off the issues before they arise.
  • Another problem with political leaders is that they’re having the same arguments they’ve been having for nearly 60 years. They lack a real vision for the future, so their policies don’t encompass that. Whether you like Elon Musk or not, the man knows how to look toward the future, and both policymakers AND business owners can learn from him.
  • It might not only be up to policymakers and business owners to create a vision for the future. In the past, families like the Rockefellers and Carnegies have done amazing work, so where are the new millionaires and billionaires who are creating real, positive change in our world? (If that’s you, Sam has some pointed advice that can help you make almost immediate change and why you shouldn’t focus on foundations.)

The DIY HR Handbook

Wouldn’t you love to get your hands on Laurie’s no-holds-barred, honest DIY HR Handbook for employees and pros alike? Download it for free!

Find Sam Online:

Sam Weston’s Website
Essence Global on Facebook

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