Stephen Covey told us to seek win-win. Xi Jinping just proved that’s a fantasy.

In a world of hypercompetition, asymmetrical power, and strategic dominance, “mutual benefit” isn’t leadership—it’s denial. Covey’s model was built for trust-based stability. Today’s leaders face volatility, geopolitical realignment, and breakneck complexity.

If you’re still managing with a model that assumes fairness, you’re not leading—you’re being played.

It’s time to bury win-win.
And build the kind of leadership that survives what’s actually coming.

Most leaders don’t fire underperformers—they quietly push them out. No confrontation. No paperwork. Just silence, sidelining, and slowly eroding trust. We call it Managerial Erosion™, and it’s costing organizations their best people without ever triggering an HR review. This article exposes the hidden behaviors behind quiet firing—and what bold leaders must do to stop it.

Most teams don’t fail because of dysfunction. They fail because the system rewards silence, punishes dissent, and confuses harmony with performance.

Lencioni’s Five Dysfunctions of a Team gave us a story we wanted to believe—that trust and vulnerability could fix broken teams. But in today’s high-velocity, high-stakes environment, that narrative no longer holds.

In this article, we expose the blind spot in one of leadership’s most beloved models—and reveal what teams actually need to thrive now.

Read why emotional trust isn’t enough—and how to build teams that scale courage, clarity, and truth.

Trust-Based Diversity” promised a softer DEI. What it delivered was silence in a new disguise. This isn’t a rebrand. It’s a repeat. And it’s still failing. In this manifesto, Jim Woods breaks down why the current reform efforts won’t save inclusion—and how The Trust Imperative™ replaces compliance culture with principled leadership that actually performs.

Traditional DEI and anti-racism training often divides and discourages trust. This article explores how to build inclusive, high-performance cultures through trust-first leadership, without shame or fear.

Most companies don't have a retention problem—they have a management tolerance problem.

When we analyze why top talent leaves, compensation rarely makes the top five. It’s the manager. Always the manager.

The data is conclusive: 70% of engagement variance ties directly to the quality of the manager. And yet, many organizations continue to coach the uncoachable, train the unwilling, and promote the unqualified.

You can’t fix a bad manager. You can only replace them—with someone who was built to lead in the first place.

Embracing Disruption for Organizational Resilience

In today’s fast-paced business environment, stability is a misnomer. At Seattle Consulting Group, our Resilient Disruption Model (RDM) empowers organizations to thrive by embracing, rather than avoiding, disruption. Companies like Spotify and Square exemplify this approach, transforming industries through innovation and adaptability. The RDM equips leaders to turn volatility into growth, fostering a culture of agility and continuous reinvention. In a world where change is constant, RDM offers a pathway to long-term success.

Racism in Canada is often dismissed as a problem of the past, but its lingering effects continue to shape the lives of millions. Beneath the surface of Canada’s progressive image lies an uncomfortable truth: systemic racism is deeply embedded in institutions, policies, and everyday interactions. The cost of this silent injustice is not just moral but economic, draining billions annually from the nation's potential. In this article, we explore how Canada’s failure to confront racism head-on fuels its persistence and what urgent steps need to be taken to dismantle these deeply ingrained systems of inequality.

Onboarding is often seen as a routine task—something that happens on the first day and is quickly forgotten. But what if that process could be the secret weapon to retaining top talent and accelerating employee success? In our latest article, we dive into the hidden flaws of traditional onboarding and reveal how a shift toward personalized, engaging experiences can transform your workforce. Through powerful real-world stories and actionable strategies, we show how businesses are reinventing onboarding—not just to inform, but to inspire. Don’t let your new hires slip through the cracks. Read on to discover how you can unlock the full potential of your people from day one. Continue..

For too long, HR has been boxed into outdated frameworks that stifle its true potential. Dave Ulrich’s model, once hailed as revolutionary, has become a comfortable crutch—one that’s limiting HR’s ability to truly drive transformation. It's time to ask the tough question: Is the traditional HR model still serving your organization, or is it holding you back?

In this article, we’ll challenge conventional thinking and explore how HR leaders can break free from legacy models, positioning themselves not just as partners—but as architects of organizational change. Let’s redefine HR’s role, reignite its power, and lead the future of work.

The world punishes those who crave stability.

For years, leaders were taught to optimize, forecast, and control. But when crisis strikes—be it a financial collapse, a pandemic, or technological disruption—those built for efficiency crumble, while the anti-fragile thrive.

Netflix survived by disrupting itself before Blockbuster could react. Toyota outmaneuvered supply chain collapses by building redundancy. Amazon dominated retail by embracing uncertainty.

The Anti-Fragile Leader™ doesn’t fear chaos—they leverage it. In a world of black swans, you either break or dominate. Continue..

Hudson’s Bay Company, North America’s oldest company, recently announced its liquidation, underscoring a vital truth: legacy is not a strategy. For decades, the company relied on its historic market dominance, failing to adapt to the disruptive forces reshaping the retail landscape. This complacency led to its downfall—a stark reminder that no business, regardless of its past, is immune to extinction without reinvention.

The fall of Hudson’s Bay offers crucial lessons in leadership and HR. Insurgent thinking—challenging the status quo, embracing digital transformation, and cultivating a culture of innovation—is essential for survival. Leadership must prioritize continuous adaptation, while HR must align talent strategies with emerging market needs. In an era where disruption is constant, companies must embrace perpetual innovation or risk becoming obsolete.

Reinvention isn’t a reaction—it’s a mindset. Legacy alone will not secure the future.

Read the full article to learn how insurgent leadership and adaptive HR strategies can keep your business ahead of disruption and ensure long-term success.

For decades, HR has enforced rules, processed paperwork, and maintained compliance. But in today’s fast-paced world, this role is not just outdated—it’s actively stifling growth.

Companies like Zappos and Airbnb succeeded by empowering their employees, not by enforcing rigid policies. HR must evolve from a compliance enforcer to an enabler of innovation and agility.

Is your organization ready to make the shift? Read on to learn how HR can drive change, empower teams, and fuel business success.

Is Your HR Department a Cost Center or a Growth Engine?

For years, HR has been seen as a support function—necessary, but not essential to driving growth. What if that could change? In today’s competitive landscape, HR has the power to become a business driver—shaping performance, growth, and profitability.

In this article, we’ll explore how HR can make the transition from an overhead cost to a strategic partner that plays a pivotal role in your organization’s success. Ready to transform HR into a business engine?

Continue reading to learn how HR can elevate your company’s performance and drive real, measurable results.

In today’s fast-paced, ever-changing business world, traditional HR practices are no longer enough. To truly drive organizational success, HR must step up as a transformative force—challenging outdated systems and adopting an insurgent mindset. This article unveils how HR can break free from the status quo, rally employees around a shared purpose, and empower decentralized leadership to deliver measurable impact. Through real-world case studies, we’ll show you how HR can transform into a strategic partner, driving agility, innovation, and long-term business growth.

Ready to take your HR strategies to the next level? Read on to discover how to lead your organization to victory.

Corporate Canada is at a crossroads. While land acknowledgments and diversity reports are common, true Indigenous inclusion remains a distant goal. This article challenges businesses and governments to go beyond symbolism and create a meritocratic system that empowers Indigenous leaders, fosters real economic opportunities, and drives long-term success for all. Read on.

In today’s fast-changing workplace, HR leaders in Canada play a critical role in shaping emotionally intelligent leadership. Strong leadership isn’t just about strategy—it’s about understanding and managing emotions to build high-performing teams. By leveraging emotional intelligence, HR professionals can foster engagement, improve decision-making, and create a resilient, people-first culture. Discover how the Principled Centered Insurgent Leadership Framework™ provides a cutting-edge approach to developing leaders who drive both business success and employee well-being.

Recent studies show that a startling 71% of CEOs in Canada are struggling with imposter syndrome, a psychological condition where leaders doubt their accomplishments and fear being exposed as "frauds." Despite their success, many CEOs grapple with self-doubt, which can severely impact their decision-making, organizational culture, and overall leadership effectiveness. To overcome these hidden challenges, it is essential for CEOs to engage in self-reflection, seek mentorship, and invest in leadership development. Addressing imposter syndrome is not only vital for personal growth but also for unlocking an organization's full potential.

Three months after her promotion, Samantha, a high-performing salesperson, found herself struggling as a manager. Despite her success in her previous role, she was failing to lead her team effectively. The result? Declining performance, low morale, and key talent leaving the organization.

This scenario is all too familiar. Across industries, companies continue to promote top performers into leadership positions—without the proper training to succeed as leaders. As Gallup's research reveals, managers account for 70% of the variance in team engagement, yet many organizations fail to provide the executive leadership training their managers need to transition into effective leaders.

At Seattle Consulting Group, we’ve developed a proprietary leadership framework—Principled-Centered Insurgent Leadership™—that equips leaders with the essential skills to make bold decisions, adapt to change, and execute relentlessly. It’s time to transform accidental managers into high-performing, results-driven leaders.

Is your organization ready to bridge the gap between management and leadership?

Register now for our Executive Leadership Masterclass and start building the next generation of leadership.

The failure of HR departments to address toxic leadership isn’t just an ethical issue—it’s a financial one. Leaders like Harvey Weinstein thrived within organizations where HR failed to protect employees and hold those in power accountable. When toxic leadership goes unchecked, it leads to lost productivity, employee turnover, legal costs, and irreparable damage to a company’s reputation.

For CEOs and CHROs, the cost of ignoring these issues is too high. HR must evolve from a passive policy enforcer to an active champion for ethical leadership. By empowering HR, promoting transparency, and leveraging technology to identify problems early, organizations can prevent scandals and foster a culture of trust. The question is no longer whether to act—it’s how quickly can we make these changes to ensure the long-term success of the organization?