Evan Nierman

Founder & CEO, Red Banyan PR | Author of Top-Rated Newsletter on Communications Best Practices

I'm the Founder and CEO of Red Banyan, an international public relations and crisis management firm that exists to press the truth and deliver results. My team and I specialize in high-stakes PR, cancel culture response, litigation communications, and complex reputational challenges that require creative thinking, strategic clarity, and unshakable judgment.

For more than two decades, I’ve helped CEOs, public figures, law firms, and global brands navigate their most difficult moments. Whether it’s a viral controversy, a legal dispute, or a reputational crisis, I bring deep media experience and a relentless commitment to exceeding expectations.

I’m also the author of The Cancel Culture Curse and Crisis Averted, and I frequently appear on major news outlets like Fox News, CNN, BBC, and Newsmax to share insights on cancel culture, media strategy, and crisis communications.

🔹 Founder & CEO of Red Banyan
🔹 Author of The Cancel Culture Curse and Crisis Averted
🔹 Regular media commentator on PR and reputation issues
🔹 Trusted advisor to executives, attorneys, and public figures
🔹 Featured in Newsweek, PRWeek, The Washington Post, and Forbes

My mission is simple: help people and organizations tell their stories truthfully, strategically, and powerfully—especially when the stakes are highest.

📩 Learn more at www.redbanyan.com

Founder and CEO

Red Banyan Group is a strategic communications firm specializing in public relations, crisis management and marketing.  Red Banyan Group combines creative thinking, steady judgment shaped by experience and a relentless commitment to achieving results for its clients.  Red Banyan offers a wide array of services, including: media relations, crisis management, marketing, corporate communications, litigation support, social and digital media, copywriting and editing and media training.

Reputations don’t fall apart during press conferences. They fall apart in private conversations with your team.

Before the statement. 

Before the lawyers finalize language. 

Before the media calls.

Crisis exposure starts internally.

When pressure rises, executives often shift into control mode. 

Tighter messaging. Fewer voices. More distance.

It feels strategic.

But inside the organization, people are listening for something else.

Ownership. Clarity. Steadiness.

The leaders who protect reputation long term don’t default to defensiveness.

They say:

“I was wrong.” “What’s your take?” 

“I trust you.” “We’ll figure this out.”

Those words do more than motivate.

They lower internal panic. 

They align legal and communications before tension escalates. 

They prevent small issues from turning into cultural fractures.

External reputation is a reflection of internal leadership.

If your language fractures trust behind closed doors, no press strategy will repair it.

Leadership under pressure is measured in tone, not talking points.

Every leader faces a defining moment. Preparation starts here.

Follow for weekly insights on crisis PR and reputation management.

Kindness isn’t soft leadership.
It’s reputation management.

Many leaders assume reputation is built through visibility.

Press coverage. Big announcements. Strong quarterly results.

But reputation inside an organization forms somewhere much quieter.

In daily interactions.

How a leader speaks to people when things go wrong. 

Who gets credit when things go right. 

Who gets defended when they’re not in the room.

Employees remember these moments.

And when pressure arrives, those memories matter.

Because in a crisis, reputation is rarely protected by messaging alone.

It’s protected by people.

People who trust your leadership. 

People who believe you treated them fairly. 

People who are willing to stand behind you when scrutiny begins.

That loyalty isn’t built during the crisis.

It’s built long before it.

Follow for weekly insights on crisis PR & reputation management.

Jeffrey Epstein is dead. The reputational risk tied to his name isn’t. In most crises, I advise clients to engage and push back. This is one of the rare exceptions. 

Watch for my take on why. #cisisPR #reputationmanagement #mediastrategy #epstein

The Prince Andrew arrest, tied to the Epstein scandal, is another blow to the already fragile reputation of the British monarchy. 

This ongoing controversy is a prime example of how reputations can unravel with each new revelation. 

Watch my take on why this situation requires a strategic shift in crisis communication.

#PrinceAndrew #Epstein #BritishMonarchy #CrisisPR #ReputationManagement #CrisisCommunication

Sydney Sweeney shared a makeup-free photo and faced immediate online criticism. It’s a sad reminder of how far some people will go to bring others down for showing authenticity.

The real strength lies in staying true to yourself, regardless of the noise.

#SydneySweeney #OnlineTrolling #Authenticity #SocialMedia

It was an honor to speak at the Chief Outsiders National Meeting yesterday on “The PR Imperative in an AI World.”

As AI reshapes industries, PR plays a critical role in driving growth and powering reputation. 

We explored how AI-driven communications can align sales, marketing, and leadership teams for sustained success.

Thanks to everyone who joined the session! 

Excited to see how AI continues to reshape PR and leadership strategies.

#PR #AI #Leadership #BrandReputation #StrategicCommunications

A live broadcast is never truly “live.” 
There are safeguards for a reason.

The BAFTA controversy raises a bigger question about responsibility, judgment, and where education ends and avoidable harm begins. 

Watch the video for my take.

#BAFTAAwards #CrisisPR #MediaStrategy #ReputationManagement #PublicPerception

Building a company is hard. Doing it alongside someone you trust completely is a gift.

Grateful today for Robbin Lubbehusen, MBA and the steady hand she’s been in building Red Banyan from the early days to where we are now. 

Trust is earned and she’s earned it every step of the way.

#Leadership #Teamwork #Gratitude #RedBanyan

A leader’s reputation is defined in the moments
when everyone else is losing control.

In a crisis, people rarely remember the smartest analysis.

They remember composure.

Panic spreads quickly inside organizations. So does calm.

The leaders who protect their reputations during difficult moments usually do three things well:

-They slow the room down. 
-They focus attention on facts instead of emotion. 
-They communicate clearly while everyone else reacts.

This isn’t about personality.

It’s about discipline.

Because when pressure rises, people look for signals.

If the leader appears controlled, the organization stabilizes.

If the leader appears uncertain, the chaos multiplies.

Crisis leadership isn’t about having all the answers.

It’s about becoming the calm others can follow.

Every leader faces a defining moment.

Preparation starts long before the chaos begins.

Follow for weekly insights on crisis PR & reputation management.

Crisis doesn't just test your strategy.
It tests your character.

And the leaders who rise aren't the ones with all the answers.

They're the ones who show up with clarity, courage, and composure when everything's falling apart.

Here's what the best leaders do differently under pressure:

1. They act quickly, even without all the answers.

Waiting for perfect information leads to paralysis.

The best leaders move fast, acknowledge what they don't know, and take decisive action anyway.

They adjust as they learn more. But they don't freeze.

Speed builds trust. Hesitation breeds doubt.

2. They stay visible.

Disappearing isn't an option.

The best leaders stay front and center—offering updates, answering questions, showing they're engaged.

Visibility signals commitment. Silence signals abandonment.

3. They lead with empathy, not just authority.

Decisions still need to be made. But people need to know you care.

The best leaders acknowledge the impact, show humanity, and connect before they command.

Empathy doesn't weaken authority. It strengthens trust.

4. They keep the message clear and consistent.

Mixed messages fuel confusion and distrust.

The best leaders repeat the same core message—simply, clearly, relentlessly.
Consistency creates clarity. And clarity calms chaos.

5. They take responsibility.

When things go wrong, they don't deflect. They don't blame. They don't hide.

They own it. They fix it. They lead through it.

Accountability isn't weakness. It's the foundation of trust.

Crisis leadership isn't about having all the answers.

It's about how you carry yourself when no one does.

The best leaders rise by staying composed, staying present, and staying human.

Because when everything's uncertain, people aren't looking for perfection.

They're looking for someone steady enough to follow.

Great content doesn’t just build authority.
It drives growth.

Many brands focus heavily on expert, authority-driven content. 

It’s smart. 

It builds credibility and signals depth.

But authority alone doesn’t expand reach.

Growth-oriented content plays a different role. 

It connects expertise to broader conversations and pulls new audiences in—without watering down the message.

The strongest brands balance both. 

Here’s how the most effective brands approach it:

1. Lead with insight, not jargon. Expertise lands better when it’s accessible.

2. Tie experience to real-world moments. Growth happens when people recognize themselves in the message.

3. Vary the packaging, not the principle. The message stays the same. The delivery adapts.

4. Meet people where they are. Authority earns trust. Reach earns attention. You need both.

Authority-driven content proves you know what you’re doing.

Growth-driven content ensures people actually see it.

When those two work together, credibility scales.

Visibility increases.

Reputation strengthens.

This isn’t about changing your message.

It’s about making sure it travels far enough to matter.

Had a great time connecting with Adriana Lynch from Chief Outsiders at their National Meeting in Dallas. Always valuable to share insights with leaders who are focused on helping CEOs scale quickly and strategically. Looking forward to what’s ahead with Chief Outsiders and CEO Coaching International!
#Leadership #CEO #GrowthStrategy

Great to see strong partners together in Dallas last week.

Evan Nierman of Red Banyan and Adriana Lynch of Chief Outsiders connected at our National Meeting while leaders across our network gathered to share ideas and sharpen strategies for the CEOs we serve.

Appreciate the partnership with CEO Coaching International and the shared focus on helping leadership teams move faster and grow with clarity.

The brands people love? They're not the loudest. They're the most consistent.


In my latest article for Entrepreneurs'​ Organization, I break down why brand consistency isn't just a marketing tactic, but the foundation of long-term trust and recognition.

Read the full piece here: https://lnkd.in/eJ3eTj9c
#BrandBuilding #Consistency #ReputationManagement

Open article: The Role of Consistency in Building a Recognizable Brand by eonetwork.org

A woman listens to a speaker at a learning event.

The Role of Consistency in Building a Recognizable Brand

Success brings attention—and scrutiny. One dismissive comment can create controversy that distracts from everything you’re doing right.

Here’s a take on Timothée Chalamet’s remarks about opera and ballet and the reputation lesson behind them.

#TimothéeChalamet #ReputationManagement #CrisisPR #MediaStrategy

Honored to appear as a speaker at this event!  Thank you to Jeffrey Bast, Brett M. Amron and the outstanding team at BAST AMRON LLP.

📣 BAST AMRON LLP‘s 8th Annual Business Advantage Forum is coming up on April 22, 2026!

Our SPEAKER SPOTLIGHT today is on Evan Nierman, Founder & CEO of Red Banyan. Evan is a crisis PR expert and best-selling author who leads Red Banyan, an award-winning strategic communications firm. With 25 years of experience in crisis and reputation management, Evan has guided top executives, public figures, global brands, and political leaders through complex, high-stakes challenges.

His expertise spans reputational risk, public scrutiny, and crisis response, and his insights are regularly sought by major media outlets covering today’s most pressing communications issues. Evan’s work focuses on helping leaders navigate difficult moments with clarity, strategy, and confidence.

For more information and to register and get your tickets, please visit https://lnkd.in/eUEFQRDe

FLORIDA BAR CLE CREDITS PENDING APPROVAL

You do not want to miss out on this great event!

#BastAmron
#BAForum2026
#BAInTheCommunity

ICE-related issues don’t just impact operations, they can shift public perception quickly. Leaders need to stay composed and act swiftly to control the narrative. Read our latest blog to learn how to prepare before the situation intensifies. #CrisisPR #ReputationManagement #ImmigrationEnforcement #RedBanyan

Immigration enforcement can put businesses in a tough spot fast.

If ICE-related activity touches a workplace, a deal, or sparks employee concern, leaders need to stay calm and coordinated: align with legal, communicate clearly internally, and stick to what is verified.

Our latest blog lays out a practical way to prepare ahead of time and respond responsibly if things escalate:
https://lnkd.in/e4B-nGk4

Open article: How Businesses Should Handle ICE-Related PR Risk by redbanyan.com

How Businesses Should Handle ICE-Related PR Risk

Enterprise transformation executive with 20+ years leading complex global transformation portfolios across manufacturing, packaging, technology, and SaaS. Accountable for €50M+ multi-country programs spanning ERP modernization, operating model redesign, and enterprise platform transformation across US, EMEA, and Switzerland. I partner with CEOs, CIOs, and COOs to restore execution discipline, embed governance architecture, and deliver sustainable value realization at scale.

At Zoltan Szabo Advisory, I advise executive leaders on transformation portfolios of €20M–€80M, applying generative AI to strengthen PMO automation, executive reporting, and decision support, enabling scalable, organization-ready transformation for global enterprises.

As Strategic Advisor at Salesforce in Zurich, I advised leaders at Nestlé, ABB, and Hitachi Energy on governance and delivery assurance across global SaaS programs. At Auticon, appointed by the CEO to lead a Swiss market turnaround in Zurich, I redesigned operating model accountability, embedded KPI governance, and restored execution discipline and financial performance.

As CIO EMEA at Amcor, I led a €50M+ ERP and digital transformation across 58 sites, overseeing SAP ECC/HANA modernization, post–go-live stabilization, and enterprise platform integration across EMEA. I designed regional governance frameworks and decision rights that reinforced execution transparency and cross-functional alignment.
Earlier at Amcor, I led digital workplace transformation across 195 sites, managed $1.5B in global spend, and built the global PMO governing $300M+ in value realization. At AGCO in Schaffhausen, I designed a forecasting model covering 689K SKUs, reducing inventory by $30M and supporting $1.2B sales.

I bring governance architecture, transformation leadership, and AI-enabled execution to organizations navigating complex, high-stakes change. My approach embeds decision rights, portfolio discipline, and KPI-driven performance management that builds lasting capability across matrixed global organizations.

Based in Basel, I focus on enterprise transformation, turnaround leadership, and global program governance roles where operating model redesign, delivery assurance, and AI-enabled PMO capabilities create measurable business impact. Whether recovering stalled ERP programs or rebuilding C-suite execution confidence, I bring the strategic alignment, rigor, and judgment that complex global transformation demands.

Zoltan Szabo

Your boss calls the company a family.

That's when you should start looking for the exit.

I've seen this play out in three Fortune 500 companies. The "we're family here" line always precedes the same pattern.

Here's what actually happens when work pretends to be family:

You're expected to give more than you're compensated for.
The company wants loyalty that goes beyond your job description. But families don't pay salaries. Employers do.

Declining extra work feels like you're letting everyone down.
The guilt becomes unbearable. You can't say no without feeling like a traitor. That's not culture. That's manipulation.

Criticism cuts deeper than it should.
When your workplace is "family," constructive feedback turns into personal wounds. Colleagues become enemies over disagreements that should stay professional.

The truth most leaders won't admit:

Calling your team a family is a control tactic dressed up as culture.

Real healthy workplaces don't need the family metaphor. They operate on something better:

Boundaries that actually exist.
Work-life balance isn't a poster on the wall. It's protected and practiced daily.

Respect instead of forced intimacy.
You can trust your colleagues without pretending they're your siblings. Professional respect builds stronger teams than fake family bonds.

Perspective that stays intact.
Work matters during work hours. Life matters more when you leave. Nobody confuses the two.

Here's the difference:

Family loves you no matter what. Team members collaborate toward shared objectives with mutual respect.

One is unconditional. The other is transactional.

And that's perfectly fine.

I talk to leaders at Fortune 500 companies every week.

And I keep hearing the same story.

"Our best people are leaving. We don't know why."

Here's what I know:

Your top performers aren't leaving because of broken systems or messy processes. 

They can handle that.

They're leaving because they gave everything and got nothing back.

And most leaders don't see it happening until the resignation letter hits their desk.

Here's how it plays out:

You take them for granted. 
Their effort becomes invisible because it's consistent.

You reward their hard work with more work. 
They watch mediocre performers coast while they drown.

You tolerate low performance from others. 
They start wondering why they bother showing up.

You pay new hires more than loyal employees. 

Nothing kills morale faster.

You ask for their feedback, then ignore it. 

Eventually, they stop offering it.

The truth most leaders miss:

Loyal employees don't quit suddenly. 
They stop caring quietly. 
Then they're gone.

If you want to keep them, stop waiting for annual reviews to notice effort. 

Promote from within before posting externally. 
Pay them fairly before they have to ask.
And show them a future worth staying for.

Because once they stop believing in that future, no counteroffer will bring them back.

Character isn't built in months.

It's built on years of struggle.

Ego? That takes one lucky break.

Here's the difference:

When you climb slowly, every setback teaches you something.

You learn patience.

You develop resilience. You understand that failure isn't fatal.

When you rocket to the top, you skip the lessons.

You start believing you're untouchable.

You confuse luck with skill.

The person who struggled for 10 years knows how fragile success is.

They protect it.
They stay humble.
They remember what it felt like to have nothing.

The person who made it in 6 months?

They think they cracked the code.
They get reckless.
They assume it'll last forever.

Slow success forces you to build systems.
Fast success lets you coast on momentum.

Slow success surrounds you with people who believed in you when you had nothing.

Fast success attracts people who only care about what you have now.

You can't rush character. 

You can only earn it through repetition, failure, and time.

The real question:

Are you chasing success or building the character required to sustain it?

Your job search strategy is broken.

You're networking. Posting updates. Waiting for someone to notice.

Meanwhile, recruiters are filling roles you'd crush. But they're not finding you.

Here's what actually works:

1. Add your target job title to your LinkedIn headline

2. List specific skills recruiters search for in your About section

3. Turn on "Open to Work" privately so only recruiters see it

4. Update your profile with keywords from job descriptions you want

5. Connect with 10 recruiters in your industry every week

6. Comment on posts from hiring managers at target companies

7. Send 5 direct messages to recruiters with relevant roles

8. Apply directly on company sites, not just LinkedIn

9. Follow up 3 days after applying with a short message

10. Track every application and follow-up in a spreadsheet

Most job seekers wait for their network to save them. That's passive.

Recruiters find candidates through search filters and keywords. If your profile doesn't match what they're typing into LinkedIn Recruiter, you don't exist.

Your network sees your posts. Recruiters see your profile optimization.

Stop waiting. Start showing up where recruiters are actually looking.

You're delivering flawlessly.

But you're not getting promoted.

Here's why: High performers stall not from lack of competence, but lack of executive altitude.

Research shows promotion into executive ranks is driven by strategic framing, enterprise thinking, and influence behavior. Not operational execution alone.

Ten shifts that change everything:

1. Translate metrics into business value

Stop: "We delivered Phase 2."
Start: "We reduced churn exposure by 18% and protected $6.2M in recurring revenue."

Executives think in outcomes, not activities.

2. Frame everything as enterprise risk

Stop: "The API is delayed."
Start: "If unresolved in 30 days, we risk $4M revenue recognition delay."

Executives manage exposure. Speak their language.

3. Communicate in forward time horizons

Stop: "Here's what we did last week."
Start: "Here's how our risk profile shifts over the next 90 days."

Delivery leaders speak in "yesterday". Influential leaders speak in trajectory.

4. Build strategic pattern recognition

Stop: "This project missed the deadline."
Start: "This is the third capacity bottleneck in Q1. We need structural investment in infrastructure."

Executives reward people who see trends, not just tasks.

5. Increase emotional intelligence

Stop: "Engineering won't prioritize this."
Start: "Engineering's concerned about technical debt. I'm proposing a phased approach that addresses stability first."

Executives promote people who navigate tension, not create it.

6. Adopt transformational behaviors

Stop: "I completed my deliverables."
Start: "I restructured the release process to cut cycle time by 40%. Three other teams have adopted it."

Executives elevate people who improve the system, not just work within it.

7. Align everything to strategy

Stop: "This feature improves user experience."
Start: "This directly supports our push into enterprise accounts, our top strategic priority."

Executives invest in people who connect dots to the company direction.

8. Build cross-functional influence

Stop: "I run my team well."
Start: "I partnered with Sales and Finance to redesign our forecasting model. It's now used across the org."

Executives need people who can lead beyond their silo.

9. Demonstrate learning agility

Stop: "I've always done it this way."
Start: "I tested three new approaches last quarter. One failed fast, one's scaling, one's still in pilot."

Executives bet on people who adapt, not repeat.

10. Signal responsible leadership

Stop: "We hit our numbers."
Start: "We hit our numbers while reducing team attrition by 12% and mentoring two high-potentials into leadership roles."

Executives promote people who build capability, not just results.

Your pre-meeting audit:

Am I speaking in business impact?
Am I framing enterprise risk?
Am I projecting forward?
Am I aligning to strategy?

If not, you're still operating tactically.

Execution gets you credibility. Influence gets you promoted.

From Delivery Leader to Enterprise Leader

Most leaders don't burn out alone. 

They burn out their teams first.

And it usually starts with one habit: never saying no.

Every "yes" you give without thinking is a "yes" your team has to carry. 

Over time, that weight breaks people.

Saying no is not a weakness. 

It's one of the most protective things a leader can do.

But to say no well, you need a system.

4 smart decision models:
1. The Priority Matrix ranks tasks by urgency and long-term value. 
Not everything urgent is important.

2. The 80/20 Focus Rule 80% of your results come from 20% of your efforts. Protect that 20% fiercely.

3. The 3-Minute Action Rule: If it takes less than 3 minutes, do it now. 
Clear the noise so you can focus on what matters.

4. The Essential 3 Rule: Pick 3 goals that truly matter this week. 
Let the rest wait.

Remember: Most leaders don't respond well to a flat no. 

It can feel like defiance, damage the relationship, or put you in an uncomfortable position. 

Use kind language as your shield. 

It lets you hold your ground without burning the bridge.

Here are 6 kind ways to say no (without guilt):

1. Mention current priorities
"Before I take this on, I want to make sure, should this replace something on my current list, or are you comfortable with [Project X] being delayed?"

2. Offer an alternative form of help
"I can't own this fully right now, but I could do the initial research and hand it off to someone with more bandwidth."

3. Set limits clearly
"I can give these two hours this week. If it needs more than that, we may need to revisit my current workload together."

4. Decline with kindness
"I want to be upfront with you, if I take this on right now, I won't be able to give it the quality it deserves."

5. Keep it short and polite
"I want to be honest, my plate is full. Can we talk about what to deprioritize so I can do this properly?"

6. Show appreciation
"I appreciate the confidence you have in me. To protect the work we already agreed on, I'd need to pause something else first."

Protecting your team starts with protecting yourself. 

No is a leadership skill. 

Use it. 

Which one are you trying this week?

Jack Dorsey just cut 40% of Block's workforce.

Not because the business is failing. Because AI changed the math.

He said it plainly: "Intelligence tools paired with smaller teams are enabling a new way of working."

Translation: Companies can do more with fewer people.

Klarna's CEO already said the same thing. Their workforce dropped from 7,000 in 2022 to a projected sub-2,000 by 2030.

This isn't a blip. It's an emerging pattern.

Here's what you can do:

Stop waiting for your company to train you. They won't. Learn AI tools now. ChatGPT, Claude, Midjourney. Use them daily in your work.

Build skills AI can't replace yet. Strategic thinking, relationship building, creative problem solving. The work that requires judgment.

Create optionality. Side income, freelance clients, a personal brand. Don't rely on one employer for 100% of your security.

Network aggressively. Most opportunities come through people, not job boards. Especially when hiring slows.

The World Economic Forum predicts 92 million jobs displaced by 2030, but 170 million new roles created.

The gap between those numbers? Your ability to adapt.

You can't control what companies decide. But you control whether you're ready when they do.

AI Workforce Collapse

Your ERP project isn't failing because of the software.

It's failing because of you.

Here's what most executives get wrong:

They treat ERP as an IT project. Hand it to the CIO. Show up for kickoff. Disappear until go-live.

Then wonder why it derails.

ERP doesn't fail technically. It fails because leaders abdicate eight critical responsibilities:

1. Business ownership

If your CFO and COO aren't visibly accountable, you've already lost. ERP touches operating models, decision rights, and KPIs. When IT owns it alone, design decisions disconnect from business outcomes.

2. Data discipline

Data issues cause most pre-go-live delays. Not because the data is hard. Because no one owns it until it's too late. Assign business data owners now. Track data readiness like a board metric.

3. Scope control

Every late addition compounds complexity across integrations, testing, and training. Enforce change control. Require ROI for customizations. Make de-scoping a strategic decision, not a panic reaction.

4. Change adoption

Technology doesn't fail. Adoption does. If you're not actively managing resistance, communicating impact, and reinforcing new behaviors, your ERP becomes shelfware. Change management isn't HR's job. It's yours.

5. Decision governance

Without clear escalation paths and decision rights, your project stalls in endless debate. Define who decides what. Empower your steering committee to make binding calls. Kill consensus-driven paralysis.

6. Realistic testing

Most organizations test happy paths and call it done. Then production breaks under real-world complexity. Allocate time for true end-to-end scenarios. Include your messiest edge cases. Let business users break it before customers do.

7. Organizational capacity

Your team is already running the business. Now you're asking them to redesign it. Without backfill, training time, or reduced workload, something breaks. Plan for capacity. Protect your core team from burnout.

8. Executive visibility through stabilization

Most executives vanish after go-live. That's when the real work starts. The first 90 days post-launch determine success. Stay visible. Reinforce priorities. Clear blockers. Don't declare victory and disappear.

The pattern is clear:

ERP succeeds when leaders own alignment, governance, and change. It fails when they delegate accountability and show up only for status updates.

Which leader are you?

Strategic ERP Transformation

Block just cut 40% of their workforce.
Reason? AI.
This isn't a distant threat anymore. It's happening now.
I wrote about how to protect your job in the AI shift.
Read the article here:
https://lnkd.in/eT-DFzek

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