@cassiehoag.bsky.social
Questions We Should Be Asking Each Other Now:
Leaders often benefit from position power, meaning that good intentions are projected on them solely by virtue of their title. When stakeholders powerfully state that they'll no longer extend that courtesy, what conclusions should you draw?
Leaders often benefit from position power, meaning that good intentions are projected on them solely by virtue of their title. When stakeholders powerfully state that they'll no longer extend that courtesy, what conclusions should you draw?
January 21, 2026 at 5:44 PM
Questions We Should Be Asking Each Other Now:
Leaders often benefit from position power, meaning that good intentions are projected on them solely by virtue of their title. When stakeholders powerfully state that they'll no longer extend that courtesy, what conclusions should you draw?
Leaders often benefit from position power, meaning that good intentions are projected on them solely by virtue of their title. When stakeholders powerfully state that they'll no longer extend that courtesy, what conclusions should you draw?
Questions We Should Be Asking Each Other Now:
Most of the time, being diplomatic, obliging and conciliatory toward a leader are skills that serve followers well. When do those traits fail followers - and how can they stop a leader from acting on irrational, potentially devastating impulses?
Most of the time, being diplomatic, obliging and conciliatory toward a leader are skills that serve followers well. When do those traits fail followers - and how can they stop a leader from acting on irrational, potentially devastating impulses?
January 20, 2026 at 5:02 PM
Questions We Should Be Asking Each Other Now:
Most of the time, being diplomatic, obliging and conciliatory toward a leader are skills that serve followers well. When do those traits fail followers - and how can they stop a leader from acting on irrational, potentially devastating impulses?
Most of the time, being diplomatic, obliging and conciliatory toward a leader are skills that serve followers well. When do those traits fail followers - and how can they stop a leader from acting on irrational, potentially devastating impulses?
Questions We Should Be Asking Each Other Now:
On this federal holiday, as an employee or member of an organization, how should you respond if the leader has been increasingly demonstrating racial biases and is attempting to dismantle the civil rights legacy of Dr. Martin Luther King?
On this federal holiday, as an employee or member of an organization, how should you respond if the leader has been increasingly demonstrating racial biases and is attempting to dismantle the civil rights legacy of Dr. Martin Luther King?
January 19, 2026 at 6:19 PM
Questions We Should Be Asking Each Other Now:
On this federal holiday, as an employee or member of an organization, how should you respond if the leader has been increasingly demonstrating racial biases and is attempting to dismantle the civil rights legacy of Dr. Martin Luther King?
On this federal holiday, as an employee or member of an organization, how should you respond if the leader has been increasingly demonstrating racial biases and is attempting to dismantle the civil rights legacy of Dr. Martin Luther King?
Questions We Should Be Asking Each Other Now:
What should you do when a leader repeatedly insults and inflames the organization's strongest and most essential partner - to the point that the partner openly criticizes and announces firm resistance to him or her?
What should you do when a leader repeatedly insults and inflames the organization's strongest and most essential partner - to the point that the partner openly criticizes and announces firm resistance to him or her?
January 18, 2026 at 5:27 PM
Questions We Should Be Asking Each Other Now:
What should you do when a leader repeatedly insults and inflames the organization's strongest and most essential partner - to the point that the partner openly criticizes and announces firm resistance to him or her?
What should you do when a leader repeatedly insults and inflames the organization's strongest and most essential partner - to the point that the partner openly criticizes and announces firm resistance to him or her?
Questions We Should Be Asking Each Other Now:
What actions can you take when a leader who relishes his or her reputation as a disruptor, goes so far as to level illegal, unmoral attacks on large swaths of loyal partners and loyal employees or members - while abandoning basic job responsibilities?
What actions can you take when a leader who relishes his or her reputation as a disruptor, goes so far as to level illegal, unmoral attacks on large swaths of loyal partners and loyal employees or members - while abandoning basic job responsibilities?
January 17, 2026 at 6:16 PM
Questions We Should Be Asking Each Other Now:
What actions can you take when a leader who relishes his or her reputation as a disruptor, goes so far as to level illegal, unmoral attacks on large swaths of loyal partners and loyal employees or members - while abandoning basic job responsibilities?
What actions can you take when a leader who relishes his or her reputation as a disruptor, goes so far as to level illegal, unmoral attacks on large swaths of loyal partners and loyal employees or members - while abandoning basic job responsibilities?
Questions We Should Be Asking Each Other Now:
What are your thoughts about a leadership team tripling the budget to enact a strategy that's clearly unpopular with the employees or members of the organization - while reducing or cutting people and funding for essential programs and services?
What are your thoughts about a leadership team tripling the budget to enact a strategy that's clearly unpopular with the employees or members of the organization - while reducing or cutting people and funding for essential programs and services?
January 16, 2026 at 3:40 PM
Questions We Should Be Asking Each Other Now:
What are your thoughts about a leadership team tripling the budget to enact a strategy that's clearly unpopular with the employees or members of the organization - while reducing or cutting people and funding for essential programs and services?
What are your thoughts about a leadership team tripling the budget to enact a strategy that's clearly unpopular with the employees or members of the organization - while reducing or cutting people and funding for essential programs and services?
Questions We Should Be Asking Each Other Now:
When leaders severely attack employees or members who simply remind others of a long-standing policy - one which is institutionalized for every good reason, and which they've cited themselves in the past - what can you do to call out the hypocrisy?
When leaders severely attack employees or members who simply remind others of a long-standing policy - one which is institutionalized for every good reason, and which they've cited themselves in the past - what can you do to call out the hypocrisy?
January 16, 2026 at 12:53 AM
Questions We Should Be Asking Each Other Now:
When leaders severely attack employees or members who simply remind others of a long-standing policy - one which is institutionalized for every good reason, and which they've cited themselves in the past - what can you do to call out the hypocrisy?
When leaders severely attack employees or members who simply remind others of a long-standing policy - one which is institutionalized for every good reason, and which they've cited themselves in the past - what can you do to call out the hypocrisy?
Questions We Should Be Asking Each Other Now:
How should you respond when a leader makes a keynote speech - that's widely covered by the media - in which he or she throws our multiple outlandish claims and falsehoods about the organization?
How should you respond when a leader makes a keynote speech - that's widely covered by the media - in which he or she throws our multiple outlandish claims and falsehoods about the organization?
January 14, 2026 at 3:50 PM
Questions We Should Be Asking Each Other Now:
How should you respond when a leader makes a keynote speech - that's widely covered by the media - in which he or she throws our multiple outlandish claims and falsehoods about the organization?
How should you respond when a leader makes a keynote speech - that's widely covered by the media - in which he or she throws our multiple outlandish claims and falsehoods about the organization?
Questions We Should Be Asking Each Other Now:
When multiple senior-level staff members resign in protest from a legal, compliance or QA/QC department, what conclusions can you draw about their leader?
When multiple senior-level staff members resign in protest from a legal, compliance or QA/QC department, what conclusions can you draw about their leader?
January 13, 2026 at 4:16 PM
Questions We Should Be Asking Each Other Now:
When multiple senior-level staff members resign in protest from a legal, compliance or QA/QC department, what conclusions can you draw about their leader?
When multiple senior-level staff members resign in protest from a legal, compliance or QA/QC department, what conclusions can you draw about their leader?
Questions We Should Be Asking Each Other Now:
How can you trust a leader who threatens the organization's chief finance officer with severe punishment if that person refuses to manipulate, misstate or falsify policies and reports to the leader's liking?
How can you trust a leader who threatens the organization's chief finance officer with severe punishment if that person refuses to manipulate, misstate or falsify policies and reports to the leader's liking?
January 12, 2026 at 11:51 PM
Questions We Should Be Asking Each Other Now:
How can you trust a leader who threatens the organization's chief finance officer with severe punishment if that person refuses to manipulate, misstate or falsify policies and reports to the leader's liking?
How can you trust a leader who threatens the organization's chief finance officer with severe punishment if that person refuses to manipulate, misstate or falsify policies and reports to the leader's liking?
Questions We Should Be Asking Each Other Now:
How should you react when a leader publicly states that decisions made on the part of the organization are above the law, and guided only by his or her definition of morality?
How should you react when a leader publicly states that decisions made on the part of the organization are above the law, and guided only by his or her definition of morality?
January 11, 2026 at 10:30 PM
Questions We Should Be Asking Each Other Now:
How should you react when a leader publicly states that decisions made on the part of the organization are above the law, and guided only by his or her definition of morality?
How should you react when a leader publicly states that decisions made on the part of the organization are above the law, and guided only by his or her definition of morality?
Questions We Should Be Asking Each Other Now:
What actions should you take when a leader tries to impose his or her will on the organization's employees or members by severely punishing those who voice disagreement and by trying to subdue everyone else through intimidation and threats?
What actions should you take when a leader tries to impose his or her will on the organization's employees or members by severely punishing those who voice disagreement and by trying to subdue everyone else through intimidation and threats?
January 11, 2026 at 12:27 AM
Questions We Should Be Asking Each Other Now:
What actions should you take when a leader tries to impose his or her will on the organization's employees or members by severely punishing those who voice disagreement and by trying to subdue everyone else through intimidation and threats?
What actions should you take when a leader tries to impose his or her will on the organization's employees or members by severely punishing those who voice disagreement and by trying to subdue everyone else through intimidation and threats?
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Wednesday, January 7th, an American citizen was killed by Immigration and Customs Enforcement (ICE) in Minneapolis, Minnesota. This killing is part of a broader pattern of unchecked violence, impunity...
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January 10, 2026 at 1:55 AM
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Questions We Should Be Asking Each Other Now:
When a leader's position power (that which is granted solely due to his or her role and and/or public image) starts to fade due to numerous organizational failures, how can you influence change for the better?
When a leader's position power (that which is granted solely due to his or her role and and/or public image) starts to fade due to numerous organizational failures, how can you influence change for the better?
January 9, 2026 at 4:54 PM
Questions We Should Be Asking Each Other Now:
When a leader's position power (that which is granted solely due to his or her role and and/or public image) starts to fade due to numerous organizational failures, how can you influence change for the better?
When a leader's position power (that which is granted solely due to his or her role and and/or public image) starts to fade due to numerous organizational failures, how can you influence change for the better?
Questions We Should Be Asking Each Other Now:
What do you make of a leader who, in the throes of a tragic incident, makes statements to absolve him or herself prematurely, and then takes measures to thwart a fair and objective investigation?
What do you make of a leader who, in the throes of a tragic incident, makes statements to absolve him or herself prematurely, and then takes measures to thwart a fair and objective investigation?
January 8, 2026 at 9:06 PM
Questions We Should Be Asking Each Other Now:
What do you make of a leader who, in the throes of a tragic incident, makes statements to absolve him or herself prematurely, and then takes measures to thwart a fair and objective investigation?
What do you make of a leader who, in the throes of a tragic incident, makes statements to absolve him or herself prematurely, and then takes measures to thwart a fair and objective investigation?
Questions We Should Be Asking Each Other Now:
When a leader refuses to recognize heroic employee or member contributions - and goes so far as to dispute that such acts even took place, in spite of eyewitness and video confirmation - what effect does that have on morale and engagement?
When a leader refuses to recognize heroic employee or member contributions - and goes so far as to dispute that such acts even took place, in spite of eyewitness and video confirmation - what effect does that have on morale and engagement?
January 7, 2026 at 3:55 PM
Questions We Should Be Asking Each Other Now:
When a leader refuses to recognize heroic employee or member contributions - and goes so far as to dispute that such acts even took place, in spite of eyewitness and video confirmation - what effect does that have on morale and engagement?
When a leader refuses to recognize heroic employee or member contributions - and goes so far as to dispute that such acts even took place, in spite of eyewitness and video confirmation - what effect does that have on morale and engagement?
Questions We Should Be Asking Each Other Now:
What should you do about a leader who seems obsessed with hostile, dangerous and costly takeovers of other organizations, some of which have been long-standing supportive partners?
What should you do about a leader who seems obsessed with hostile, dangerous and costly takeovers of other organizations, some of which have been long-standing supportive partners?
January 6, 2026 at 6:06 PM
Questions We Should Be Asking Each Other Now:
What should you do about a leader who seems obsessed with hostile, dangerous and costly takeovers of other organizations, some of which have been long-standing supportive partners?
What should you do about a leader who seems obsessed with hostile, dangerous and costly takeovers of other organizations, some of which have been long-standing supportive partners?
Questions We Should Be Asking Each Other Now:
How do you characterize a leader who focuses almost all of his or her attention - and the organization's budget - on external matters (some of which are frivolous), while ignoring serious internal organizational problems?
How do you characterize a leader who focuses almost all of his or her attention - and the organization's budget - on external matters (some of which are frivolous), while ignoring serious internal organizational problems?
January 5, 2026 at 4:59 PM
Questions We Should Be Asking Each Other Now:
How do you characterize a leader who focuses almost all of his or her attention - and the organization's budget - on external matters (some of which are frivolous), while ignoring serious internal organizational problems?
How do you characterize a leader who focuses almost all of his or her attention - and the organization's budget - on external matters (some of which are frivolous), while ignoring serious internal organizational problems?
Questions We Should Be Asking Each Other Now:
Risk assessment is an important aspect of strategic or project planning. How should you react to a leader who's either lacking the experience to acknowledge and assess risks, or who dismisses them, believing that he or she is infallible?
Risk assessment is an important aspect of strategic or project planning. How should you react to a leader who's either lacking the experience to acknowledge and assess risks, or who dismisses them, believing that he or she is infallible?
January 4, 2026 at 6:38 PM
Questions We Should Be Asking Each Other Now:
Risk assessment is an important aspect of strategic or project planning. How should you react to a leader who's either lacking the experience to acknowledge and assess risks, or who dismisses them, believing that he or she is infallible?
Risk assessment is an important aspect of strategic or project planning. How should you react to a leader who's either lacking the experience to acknowledge and assess risks, or who dismisses them, believing that he or she is infallible?
Questions We Should Be Asking Each Other Now:
How can you make sense of a leader who absolves and reinstates someone who committed major policy violations and harmed millions of stakeholders, and then severely punishes someone else for allegedly committing the very same violations?
How can you make sense of a leader who absolves and reinstates someone who committed major policy violations and harmed millions of stakeholders, and then severely punishes someone else for allegedly committing the very same violations?
January 3, 2026 at 11:07 PM
Questions We Should Be Asking Each Other Now:
How can you make sense of a leader who absolves and reinstates someone who committed major policy violations and harmed millions of stakeholders, and then severely punishes someone else for allegedly committing the very same violations?
How can you make sense of a leader who absolves and reinstates someone who committed major policy violations and harmed millions of stakeholders, and then severely punishes someone else for allegedly committing the very same violations?
Questions We Should Be Asking Each Other Now:
How do you characterize a leader who repeatedly buys into claims of another influential person who for decades has been proven untrustworthy? Is that leader gullible, misinformed, fearful, drawn to power, or all of the above?
How do you characterize a leader who repeatedly buys into claims of another influential person who for decades has been proven untrustworthy? Is that leader gullible, misinformed, fearful, drawn to power, or all of the above?
January 2, 2026 at 6:22 PM
Questions We Should Be Asking Each Other Now:
How do you characterize a leader who repeatedly buys into claims of another influential person who for decades has been proven untrustworthy? Is that leader gullible, misinformed, fearful, drawn to power, or all of the above?
How do you characterize a leader who repeatedly buys into claims of another influential person who for decades has been proven untrustworthy? Is that leader gullible, misinformed, fearful, drawn to power, or all of the above?
Questions We Should Be Asking Each Other Now:
What's your takeaway when a leadership team brags about setting a goal to eliminate almost a third of all employees or members, when layoffs are unnecessary and only 14% of those ear-marked for termination have any performance issues?
What's your takeaway when a leadership team brags about setting a goal to eliminate almost a third of all employees or members, when layoffs are unnecessary and only 14% of those ear-marked for termination have any performance issues?
January 1, 2026 at 10:48 PM
Questions We Should Be Asking Each Other Now:
What's your takeaway when a leadership team brags about setting a goal to eliminate almost a third of all employees or members, when layoffs are unnecessary and only 14% of those ear-marked for termination have any performance issues?
What's your takeaway when a leadership team brags about setting a goal to eliminate almost a third of all employees or members, when layoffs are unnecessary and only 14% of those ear-marked for termination have any performance issues?
Questions We Should Be Asking Now:
When a leader comes into power by promising that he or she will make the global marketplace more fair, and then launches brutal attacks in multiple regions (most of which being in clear violation of laws and sapping strained budgets) how should you react?
When a leader comes into power by promising that he or she will make the global marketplace more fair, and then launches brutal attacks in multiple regions (most of which being in clear violation of laws and sapping strained budgets) how should you react?
December 31, 2025 at 5:07 PM
Questions We Should Be Asking Now:
When a leader comes into power by promising that he or she will make the global marketplace more fair, and then launches brutal attacks in multiple regions (most of which being in clear violation of laws and sapping strained budgets) how should you react?
When a leader comes into power by promising that he or she will make the global marketplace more fair, and then launches brutal attacks in multiple regions (most of which being in clear violation of laws and sapping strained budgets) how should you react?
Questions We Should Be Asking Each Other Now:
25 years of research has proven that successful organizations implement strategies that help employees feel a sense of belonging and connectedness. How do you justify a leader who tries to abolish such strategies and punish those who practice them?
25 years of research has proven that successful organizations implement strategies that help employees feel a sense of belonging and connectedness. How do you justify a leader who tries to abolish such strategies and punish those who practice them?
December 30, 2025 at 5:51 PM
Questions We Should Be Asking Each Other Now:
25 years of research has proven that successful organizations implement strategies that help employees feel a sense of belonging and connectedness. How do you justify a leader who tries to abolish such strategies and punish those who practice them?
25 years of research has proven that successful organizations implement strategies that help employees feel a sense of belonging and connectedness. How do you justify a leader who tries to abolish such strategies and punish those who practice them?
Questions We Should Be Asking Each Other Now:
How should you judge a leadership team that spends almost all of its time hand-picking loyalists to surround themselves with (ousting far more qualified people), and very little time on effecting strategies that strengthen or benefit the organization?
How should you judge a leadership team that spends almost all of its time hand-picking loyalists to surround themselves with (ousting far more qualified people), and very little time on effecting strategies that strengthen or benefit the organization?
December 29, 2025 at 4:16 PM
Questions We Should Be Asking Each Other Now:
How should you judge a leadership team that spends almost all of its time hand-picking loyalists to surround themselves with (ousting far more qualified people), and very little time on effecting strategies that strengthen or benefit the organization?
How should you judge a leadership team that spends almost all of its time hand-picking loyalists to surround themselves with (ousting far more qualified people), and very little time on effecting strategies that strengthen or benefit the organization?