Cami Carvalho

𝗙𝗹𝗶𝗽𝗽𝗶𝗻𝗴 𝘁𝗵𝗲 𝗦𝗰𝗿𝗶𝗽𝘁 𝗼𝗻 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆 As an executive leadership coach, I've been having powerful conversations with clients who are navigating the uncertainty facing many individuals right now. From job losses and a challenging job market to economic volatility and the impact of AI, these are unsettling times for so many. Though we can't control the external forces creating this uncertainty, we can control how we respond. Uncertainty and possibility are two sides of the same coin - it's up to us to shift our mindset from fear to opportunity. When we reframe uncertainty as a chance for growth and reinvention, we empower ourselves to navigate these changes proactively. Instead of seeing a daunting resume update, we can view it as an opportunity to showcase our valuable experience in a fresh way. Rather than feeling uncomfortable with organizational changes, we can seek out new skills to learn and connections to make. I know the situations I've mentioned are very real struggles for many. But I also believe that by flipping the script from uncertainty to possibility, we can reclaim our sense of agency and take purposeful steps forward. In my work with clients, I've seen the powerful impact this mindset shift can have. It won't be easy, but focusing on what we can control - our mindset and actions - can make all the difference. I encourage you to reflect on where you're experiencing uncertainty, and challenge yourself to envision the possibilities. Your next chapter may be just around the corner. #womeninleadership #flipthescript #possibilities #executivecoaching

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Given IA's longevity and reputation, I'm asked multiple times per week, "When are you going to sell?" I'm not, and here's why: - The Thrill of the Climb 🧗‍♂️: Despite 18+ years supporting some of the most complex and intriguing transformations in the world, the pace of change ensures constant revision and reinvention. We're energized by the challenge, and frankly, a bit bored by the status quo. - Unwavering Integrity 🤝: We remain one of the only advisory firms who does not derive revenue directly or indirectly from any provider. This unbiased view is critical, particularly now, when navigating the ever-shifting landscape of business transformation. - Our People, Our Power ❤️: Most importantly, our amazing team chose to work here because we're not the "others." We foster a culture of curiosity, challenge the norm, and prioritize genuine client success above all else. We haven't just helped our clients transform, we've transformed ourselves. While our roots are in HR, we've grown alongside the needs of businesses, expanding our expertise to encompass all aspects of an organization, including finance and IT. This holistic approach ensures a truly integrated transformation strategy. IA is here to stay. We're excited to unveil our rebranding and website update, reflecting our ongoing commitment to delivering the most innovative and independent transformation solutions for our clients. Thank you for being part of our ever-changing story! #transformation

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Hey good managers! Now is a great time to have a mid-year chat with your employees. Let's do better for the 56% who only talk about goals with their manager once a year or less! (Gallop, 2023) 💫 Sparking the convo: • "Let's expand our next 1x1 into a mid-year check in on annual goals, your growth and feedback we have for each other." • Extend a meeting a couple of weeks out. Set an agenda and a small (<hr) expectation of pre-work. • Tell your whole team together and individually that you'll be doing this with the goal of connection to each other, connection to highest impact goals, and to ensure you can help them in Q3/4. 🚀 Your Pre-work: • Seek and checkin on YOUR progress towards your goals, business impact and growth. • Ask your boss for input: "I'm running mid-year checkins with my team, is there anything you need us to think about differently or reprioritize?" and "What positive feedback would you have for each person?" What am I missing, or how do you think about a productive mid year touch point? p.s. More to come on the actual meeting itself tomorrow. Drop me a +follow on my profile to ensure you see it! #goodleadership #leadingteams #designleadership

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“We had to take this opportunity to reinvent what modern work looked like.” -- Allison Vendt, Senior Director, People Operations (Virtual First, People PMO, People Analytics) at Dropbox. Hear Allison describe the intentional exploration and experimentation that she led at Dropbox in my latest podcast episode. Announced in October 2020, Dropbox decided that Virtual First was the optimal approach for the Future of Work. She explains why they purposefully did not select a hybrid model, while believing that in-person interactions are essential and prioritizing human connection. “We were very clear we need to reinvent everything, including looking at our culture.” Since Dropbox had an office-centric culture pre-pandemic, this was a significant change management project—including mindsets, asynchronous workflows, knowledge management, and employee habits. Allison shares insights about the impact on employees’ experiences, empowerment, outcomes, and happiness. She recommends your company considers a Virtual First approach. Allison discusses the critical focus on managers in a distributed work environment—their role, their training, and upskilling on essential Virtual First principles. She is also clear how Dropbox continues to iterate and evolve their approach to modern work. Listen to Allison revealing the thoughtful data-driven and researched approach which resulted in Dropbox transforming how they work for the Future of Work. Find links in comments below to a few popular podcast platforms. #remoteworking #remotework #hybridmodel #hybridwork #productivity #happiness #leadership #managers #management #research #virtualfirst #remotefirst #distributedteams #distributedwork #newwaysofworking #virtual #futureofwork #empathy

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An interesting moment...I was recently offered a VP People role. I declined bc I'm happily obsessed with building Included. But the offer is on trend: what tech companies really want in HR leaders is the founder's obsession with measuring everything. They were after my ability to track people metrics – so here's what tools I would use in my first weeks as an HR leader to start measuring: 1. Calendar data - a secret weapon. The magic number? 30% cross-functional meetings. Less than that? Your teams are working in silos. Leverage this early signal as a conversation starter with leader - get transparent about where the info came from to demonstrate early data-driven signals. 2. Survey data & the one metric matters most. Teams with >15% engagement gap from company average in growth scores. Those are your problem spots. Begin bonding with the top layers of execs in those teams right out of the gate to enable early visibility. 3. HRIS data - it's hiding retention triggers: 18 months without a promotion + comp below market rate = resignation risk. Get to the info fast and act as a "retention guru." Over the next 3 days I'm going to break down how to implement each of these. • Bite sized action plans • Tool recommendations • Easy hacks to metrics Follow along if you want to level up your people analytics game 📈 or...if you want to get scouted for an HR leadership role! 🙃 #PeopleAnalytics #HR #Leadership #CHRO #First90days #VPHR #AI #AIforHR #Worktech #HRTech #Femalefounder #WomeninAI #HiringStories

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Subculture, noun. "a cultural group within a larger culture, often having beliefs or interests at variance with those of the larger culture." I've worked at gigs where I was waiting for leaders - my CEO, my boss, anyone more senior than me - to "make culture better." As if they were going to suddenly wake up one day and think they know exactly what's going to make all of us happy. And it took me YEARS to recognize that there was power within me all along. Within all of us. This is why I talk so much about what subcultures can teach us. The punk subculture wanted no part in the status quo - so they created their own movement. Organizational subcultures can make big ripples when that autonomous power is harnessed. We can set boundaries together, set expectations with one another, and build trust in a way that allows us to move more quickly, more clearly and more creatively together. This requires: ✳ bravery ✳ progressive leaders (this doesn't mean people with leadership titles!) ✳ someone who is willing to ask, "what do we want to do to make positive change?" ...and all of a sudden everyone outside of that subculture starts saying "DANG. What are THEY doing differently!?" Who do YOU know who wants change where you collaborate? How can you start that movement? Never forget that people have the power! What will you do with yours? #subculture #psychologicalsafety #movementmaker #organizationalchange

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Ok, before I get back to my nerdy posts on org design, change, and leadership, I want to acknowledge a few things: 1) When I do post those things, I am not expecting people to be done with their frustration, fear, etc. And I don't mean to implicitly imply we should go back to "business as usual." 2) There is no going back if you care about the health and safety of our neighbors. Look, I hope the stock market does great and there's a stable business environment in which I can continue to grow my company. But I also need a minimum level of safety and justice in the world to do my work effectively (if everyone is coming to work with deep seated anxieties about their home lives, there is going to be repercussions at work). I also just care about others and care that the world is getting just a little better every day. 3) Yes, I too need a break from posts like these. I just have to clear out my system.

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Values only matter if they’re actually *used*. When we’d started Runway, we had a nice set of values that everyone liked. But we didn’t talk about them enough, so they were quickly forgotten. So we took the things we say everyday, and turned those into our values instead: 1. Give a shit → We say this a lot. Anyone can do a job, but you have to be a certain kind of person to really give a shit about it – to care deeply and own the problem. Giving a shit can’t be forced. 2. Raise the bar → We want to push the boundaries of what's possible, not just be the best. We want to be the benchmark others aspire to, the standard *they* give a shit about. It’s important to get better and better, and to constantly move in the right direction. 3. Build trust → ‘Trust by default’ was one of our old values, but it’s passive. It doesn’t require any action. It can also encourage conflict avoidance because if you’re expected to trust someone, you’ll be less likely to disagree with them. ‘Building trust’ keeps people on their toes – it takes a lot of work, and it makes sure you give a shit and keep raising the bar. 4. Create clarity → Creating clarity helps us share the same vision, which helps us get aligned and move faster. Because our team already embodies these values, we have a feedback loop that makes them even more powerful. They keep becoming a deeper reflection of who we really are.

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Question: For CEOs of remote or hybrid companies with more than 50-500 employees... What's your own communication process with: 1. The whole company 2. The Executive team 3. Middle Management How often, what medium (email, teams/slack, newsletters, all hands, async), and how do you know it's working and not working? #shiftthework #latch #ceo #leadership #hybridwork #culture #pulse

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A piece of cross-functional collaboration advice: If you're in a meeting trying to problem solve, and someone pops into your head who could be critical to finding the solution, follow that gut feeling. Get the right people involved, when that instinct hits. My job includes tracking those people down and pulling them in. Customers don't care about your org chart. They do care about working products that help them win. Bring the key stakeholders that can make that happen into the conversation, as soon as you notice they're missing. #CrossFunctionalCollaboration #ProblemSolving #Collaboration

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🤗 I am a big fan of yours Scott Galloway, but as I listened to one of your recent episodes about navigating money 💰 with family 👨‍👩‍👧‍👦 on the #profG podcast, I was struck by a few of your comments. Much of what you said about trust and privilege resonated... AND.... You said that you're attracted to women who have achieved financial and professional success. You mentioned that your wife worked at Goldman Sachs and has an MBA .....and that she outsources investment decisions to you, because you're "good at money." You also said that you encourage her to spend money, and that she calls you before big purchases to be pushed into buying whatever brings her joy. The example you offered was a pair of $30k antique earrings. 😐 If, hypothetically, she was considering investing $1M into a female founded startup or impact-focused fund, would you have the same reaction? I couldn't help being curious about whether this has come up in your lives, and why your brilliant, financially competent and credentialed wife is outsourcing investing 100% to you. Women are taught to outsource big wealth decisions. We model after the generations before us and cede significant investment decisions to our male significant others. Wealth is accumulated through ownership, primarily in business interests. Scott, you went on to say that in your marriage, you manage "investments, top line wealth, wealth decisions," and that on the big ones, you check in with your partner, just so she knows what's going on...so she's not surprised. Yet you make the big investment decisions, the "multi million dollar decisions, without her permission." Your narrative was entirely about avoiding surprises and communicating losses promptly. It's a known narrative. It's comfortable. It's the reality we live in. I know, however, that you are a believer in the importance of diversity. You are not threatened by strong women, as evidenced in your partnership with Kara Swisher. In fact, you do more than believe... You're an outspoken proponent of the importance of embracing women and diversity in positions of power. I don't know your personal situation and don't judge your family decisions. I lament the brilliant, credentialed women who outsource their investment decisions. I lament their ability to drive personal impact and wealth accumulation...beyond financial decisions related to spend and philanthropic donations. You shared that you are cognizant of your partner's approach to money, each party's contributions, and who is responsible for maintaining economic weight class. For fortunate couples who have built significant wealth, the objective should go beyond "maintaining economic weight class" and focus on the mark each person can make while you're here on this planet. As you know, because you're really good with money, there is no more powerful mark than throwing a lot of money behind something you believe in. Empowered women invest.

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Remembering that your manager also has a manager should be sweet solace in a schadenfreude-y way. All the stuff you're doing to manage up...they are also doing to manage up. Your VP is managing up to their CMO. Your CMO is managing up to their CEO. Your CEO is managing up to their board, investors, etc. No one is exempt. They're managing up too, because the need to manage up is a core part of being a successful operator. It's a skill worth learning because it serves you now, and keeps on giving throughout your career. ___ Give this a repost ♻️ to help others & follow Wes Kao for more on managing up, managing others, and managing yourself.

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Building a team with purpose is hard. It’s easy to start an interview with small talk. It’s even easier to deflect and ask a question like… tell me about a time when… When coaching impacted employees who are in transition (aka lost their job), I like to start with deep empathy. There is no bullsh&t. We don’t fake the funk. We don’t coach to the resume. We don’t coach to LinkedIn. We start with deep empathy. We start with deeply understanding where you are, where you have been, and where you would like to go. We find that it is easy for impacted employees to pile on and add another job to their resume or LinkedIn. This absolutely drives me crazy! We go deep: 📍 What has changed? 📍 How old are you? 📍 Are you happy or sad? 📍 Where do your parents live? 📍 What is your relationship with yourself? 📍 Have you talked with your family? Understanding your personal life and circumstances is part of the Respiris method. For some reason, losing a job for most people feels gut wrenching embarrassing. It’s like judgment is magnified by 1000%. Our take is this is just imposter syndrome kicking. Let me tell you a little secret… We use deep empathy at the onset of our coaching sessions to walk through the stages of grief. Healing is part of the process prior to starting a new job. We feel you! If you find yourself in transition and have not started your relationship with yourself prior to interviewing with companies with deep empathy, you may want to do a full stop. Reflect. Review. Rewrite. Re-Inspire. #outplacementassistance #mentalhealth

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☣️ How does working under toxic leaders shape you as a manager? ☣️ A memory from my early marketing career: my former manager would assign identical tasks to three marketing managers simultaneously, creating a corporate Hunger Games. We were trying to outperform each other, the atmosphere thick with tension. Strangest part? None of us spoke up. We accepted this as "normal." Years later, as a leader myself, I understand with crystal clarity why this toxic approach was so damaging. It didn't create innovation or excellence – it brought distrust and damaged collaboration. Three talented professionals working against each other. Now, I'm lucky to watch the next generation of leaders emerging within my own team Oleksandr Postoiuk Olha Olifirenko Dara M.. Each of my leads are developing their own authentic managerial style – very different from mine, yet equally effective. They're building genuine relationships with their teams, proving that authentic leadership isn't about following a single template, but about finding your true voice. My key task now is not to ruin that style, but to observe and help whenever needed 🐣 This journey taught me that good leaders can emerge from challenging experiences, but only if we choose to transform those lessons into something better. The key isn't simply avoiding toxic behaviors or teams – it's having the courage to be authentically human with your team and creating space for others to do the same 🌳 #leadership #velitech

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The one meeting that should never be an email... 1:1 Meetings with your direct reports. I’m a big believer in signals. Every action (or lack of action) sends a message. Think about the signals you send to your direct team members. What do they learn from you about what’s important — or not? Consider this: when you skip a 1:1 with your people, what message does that send? Oprah once said, “What I learned from doing a show for 25 years is that we all need to be seen.” It’s true. Everyone wants to be seen, heard, and valued. Skipping that 1:1 may seem small, but the signal it sends can have a huge impact — and it could lead your team member in the opposite direction of the outcomes you’re aiming for. Are you making time for those 1:1s? #Wellbeing

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👩‍⚕️ Your manager has a greater impact on your health than your doctor. Let that sink in for a moment. The environment you work in, the support you get (or don't), and the stress you carry each day are all shaped by your leadership. It’s a strong reminder that being a leader isn't just about hitting targets, it's also about looking after your people. Leaders, how are you contributing to the wellbeing of your team today? What small changes can you make to ensure you're a positive influence on their health and happiness? #leadership #workplacewellness #employeewellbeing

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I spend way too much time talking about meetings, but every time we ask people what sucks about work the answer is "meetings". How do you change your meeting habits? ✅ Be clear about the purpose ✅ Break the 30-minute default ✅ Set dedicated time to just *do* work together Tell me how you frame your meetings in the comments. And get more tips to make meetings effective by watching my conversation with Joe Thomas and Mark Cruth. Full link below ⬇️

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You can't be a leader if you are not going to trust the team you hired to do the work. You must allow them to fail, while learning from their mistakes. Nothing will drive away the best talent you worked so hard to hire than putting a micromanager in charge of them. That same micromanager will ruin the culture of an organization overnight and it will take you years to build that back up. If you find yourself micromanaging just a little bit, breathe, step back and get out of the way. The team you hired can do an exceptional job, start believing in them!

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When remote work isn’t possible, the answer shouldn’t be let's not do anything. So, what to do instead? Ty Breland, CHRO of Marriott, had the answer. Instead of saying, “nope, not a possibility” he and his team learned more about what employees were seeking through their request for #remotework. And what they discovered was what most people want, ➡ ➡ ➡ Flexibility ⬅ ⬅ ⬅ In my recent survey on the topic of toxic stress, overwhelm, and #burnout, the need for flexibility remains abundantly strong. (Sidenote- if you still want to complete the survey, it’s linked in the comments and closes next week)! #Flexibility can come in a variety of forms and it’s up to the organization to figure out what form will best support its workforce and drive a positive #employeeexperience. ❓❓❓ Organizational leaders - what steps are you taking to learn more about what your workforce needs in order to maintain #motivation, drive, and performance? ❓❓❓ Individual contributors - how are you advocating for the type of environment that best supports your work? --- Thanks to Dawn Kawamoto for your article, also linked in comments!

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