This is where I explore them, through essays, conversations, and practical ideas on credibility, leadership, and the future of work. The people who come here are not defined by their title. They are defined by how seriously they take the work.
Clarity is an act of judgement because deciding what to leave out is part of deciding what matters.
Leadership is changing faster than many of the assumptions we still hold about it. I write about credibility, transformation, and technology because they are all leadership questions.
Some ideas become essays. Some become conversations. Some eventually become books. They all begin with the same intention: helping leaders think differently about the work they do and the people they lead.
I'm Cindy Schwartz. I have spent more than three decades leading technology, advising executives, and helping organisations navigate change.
The ideas on this site come from those experiences, but they are written for yours. The personal admission earns authority for a moment and then moves on. The focus returns to the work, the decision, the responsibility, and the person in front of me.
Read more about meExperience helps leaders recognise patterns faster. It can also tempt us to skip the work of understanding where we are. This week: why the value of experience lies in knowing why the answer might be different this time.
Read the article →I watched an executive delay a piece of work for three weeks because it was not quite ready. It was good in week one. By the time it reached the room, the decision had largely been made without her. Perfectionism has a good reputation. The question is when it stops helping.
Read →Licence counts aren't a strategy. Real leadership defines the problem before choosing the tool, not access mistaken for transformation.
Read →On credibility, capability, and what it actually takes to lead well.
Follow on YouTube