What private equity, Stanford researchers, and frontline workers all discovered is surprisingly simple: empathy isn’t soft — it’s a performance driver. Giving employees real equity only succeeded in about 60% of companies. The difference-maker wasn’t industry, revenue, or geography. It was the CEO. Specifically, the CEO’s empathy. When leaders listened, communicated transparently, and treated people with dignity, employee ownership transformed culture, improved engagement, and drove materially higher financial returns.

As the books close on 2024 and budgets get finalized, marketing leaders everywhere are reviewing what’s been approved—and what didn’t make the cut. It’s that time of year when big ideas meet financial reality, and the wish list gets trimmed into a strategic plan. If you didn’t get everything you asked for, you’re not alone. The key question now is how to prioritize: do you spread thinner or go deeper?

Have you ever felt stuck in a job that no longer challenges you or rewards you for your efforts? Have you ever wondered what it would be like to work in a different company or industry that values your skills and potential? Many professionals face the dilemma of whether to stay in their current role or seek new opportunities elsewhere. In this blog post, I’ll share my personal story of how I grew my career by leaving jobs on my terms, even when it meant giving up the comfort and security of my familiar workplace.