The Optimized Office

Full-service organizational development consultation and services for small to medium business owners.

Most common key deliverables offered to clients have included:

✔️ HR: Recruiting and onboarding program, KPI's, bonus plans, staff planning, recruiting services. 

✔️ Training and development: 1x1 coaching and team workshops for communication, team building, supervisory skills, meeting improvement, and organizational skills. 

✔️ Finance: Planning and comprehensive implementation to maximize existing revenue streams.

✔️ Office processes & organization: Office processes for A/R, A/P, customer intake, and workflows.

Organizational Development Consultant

Preppio: Remote Employee Onboarding

Advisory Services

1st Gen Entrepreneurs

Founding Member

The Coconut Traveler

Sustainable Business Consultant

Markee Valuations, LLC

Limited duration engagement. Primary key deliverable: Organizational development to support business growth and staff expansion. Project workflow development and staff planning, recruiting, and onboarding. Secondary contributions: Finance Analyst responsibilities.

Organizational Development / Finance Analyst

Archdiocese of Portland in Oregon

Managed all administrative aspects of a clergy personnel office. Restructured and improved numerous processes for annual events, reports, meetings, and personnel transitions. Comprehensive department improvement plan, project management guide for implementation of the plan, training guide, and detailed plan for onboarding future staff.

Office Administrator/ Organizational Development

Audigy

The purpose of this role was to coach audiology practice owners using strategic business platforms while perpetuating growth in their business operations.

Operations Manager

YESCO

While retaining the responsibilities of my previously listed position, I managed a service/selling branch of 30+ employees. Transitioned this branch office to a new location and restructured the staffing model to maximize efficiency and exceed profitability objectives. Strategic planning and analysis included opening 3 satellite branch locations.

Branch Manager/ Assistant Division Manager - Finance

Division finance/credit manager duties and oversight of four branch offices including a team of five office staff. Reorganized duties to increase efficiency and productivity after a necessary labor reduction equaling a loss of 100 labor hours a week.

Business Office Manager/ Assistant Division Manager - Finance

Executive Assistant

In a world of endless options, I help clarify the simplest path to a productive, engaged workplace. It’s all about the right people and the right processes.

With experience working in both large and small companies across various industries, from entry-level to upper management, I have a unique perspective on what it takes to succeed. As a Credit Manager, Finance Analyst, and member of a consultant management team, I've had the opportunity to see the inner workings of over 60 small businesses.

From these experiences, I've gained valuable insights that shape my approach. For instance:
💡Success and failure are measured differently for each organization.
💡Engaged teams are essential to achieving a business's mission.
💡The simplest ways to increase employee engagement are often overlooked.
💡Miscommunication is costly and underlies most issues.
💡There are many right ways to achieve an exceptional outcome.

If you'd like to talk more, feel free to message me or go to www.optimizedoffice.com and book a chat. I'd love to learn more about you!

Rachel Marie

LevelUp HR

LevelUp HR delivers sustainable business results though people who thrive. 

We take HR and your business to the next level delivering best in class HR consulting and interim support, specifically tailored to your needs.

Consulting Service Areas Are…

🟠 𝐒𝐄𝐓𝐓𝐈𝐍𝐆 𝐃𝐈𝐑𝐄𝐂𝐓𝐈𝐎𝐍 𝐅𝐎𝐑 𝐆𝐑𝐎𝐖𝐓𝐇
• Leadership and team
• Building robust organisational designs
• People implications of strategy and organisation
• Skills and capability needs
• Workforce strategy
• Succession planning
• Diversity, Inclusion and Belonging

🟠 𝐋𝐄𝐕𝐄𝐋𝐋𝐈𝐍𝐆 𝐔𝐏 𝐘𝐎𝐔𝐑 𝐎𝐑𝐆𝐀𝐍𝐈𝐒𝐀𝐓𝐈𝐎𝐍
• Clarity purpose and direction
• Data insights using AI and HCM systems
• Best in class people processes
• Performance management and strengths based feedback
• Upskilling and internal mobility
• Talent enablement - learning and development
• Talent aquisition - recruitment and staffing

🟠 𝐃𝐄𝐋𝐈𝐕𝐄𝐑𝐈𝐍𝐆 𝐂𝐇𝐀𝐍𝐆𝐄 𝐀𝐍𝐃 𝐓𝐑𝐀𝐍𝐒𝐅𝐎𝐑𝐌𝐀𝐓𝐈𝐎𝐍
• Setting direction - needs analysis to close gaps
• Change plans and communication strategy
• Agent and key stakeholder involvement
• M&A, integration and rightsizing
• Leadership capabilities - emotional intelligence and strengths based feedback
• Building talent capabilities - compassion, grit, adaptability, communication skills and resilience
• Building organisational capabilities - Values based, purpose driven, employee listening strategies, curious learning cultures

Book a free clarity call via the appointment link in my profile.

📧 Email: rachel@level-upglobal.com
🟦 DM me on LinkedIn

Founder and Managing Director

Chief Of Staff

Cognizant

Head of HR, Norway | Head of Nordics DEI | Head of Nordics Graduate Talent

Norges Bank Investment Management

Led a team of 8 HR business partners and specialists.

Managed global NBIM Acadamy training and development programmes in alignment with business needs. Including the creation and delivery of Diversity & Inclusion training and new hire Onboarding and integration.

Led organisation wide hiring growing the workforce by ~65% primarily on the investment side. Developed & implemented annual recruitment plans. 

Revamped hiring processes including quality assuring methods, development and delivery of associated training, screening and interviews, occupational personality and EQ testing, offer negotiation, liaising with headhunters and managing global hiring budget.

Managed International Talent Programme for Equities to provide a pipeline of top future Portfolio Managers who stayed with the Fund to work internationally upon graduation. Restructured the program to ensure talent retention and reduce costs.

Managed annual/bi annual appraisal process delivery.  Facilitated competency mapping and succession planning process.

Developed and facilitated roll out of annual employee feedback survey, organisation wide communication of results & supporting management with follow up and action planning with the team.

Advised on organisational design, reorganization and development including the restructure of the COO organisation and the initial setting up of the Real Estate Fund. 

Managed employee relations issues within Norwegian and international legal frameworks.

Overseeing management reporting relating to key workforce and people strategy metrics for delivery to the Cenral Bank and Board.

Head of Global HR Development

EmployAbility Ltd

Consultant for EmployAbility whilst on maternity leave. A brilliant not-for-profit organisation assisting graduates with disabilities into employment with companies such as Google, Goldman Sachs and Bloomberg.

Consultant

Barclays Capital

Led HR delivery regionally and internationally across the Global Finance, Investment Banking Division and the Private Equity group. Responsibility for 300 staff including Equities, Brokerage, Leveraged Finance, Origination, Debt Capital Markets, and Fixed Income Currencies & Commodities. Supported two MD level leadership teams on all people strategy matters and delivery of all HR services, advising, supporting and enabling the business heads.

Vice President - HR Business Partner, Investment Banking Division

Merrill Lynch

Held Business Partner roles across several functions. This involved leveraging the shared services HR model; partnering with specialists whilst working closely with the client groups in all HR matters; working globally to ensure programmes were delivered to fit regional needs and ultimately being accountable for delivering the HR strategy. Supported groups ranging from 150 - 900 employees.1)  HR Business Partner for Chief Financial Office, Tax, and Corporate Treasury 2) HR Business Partner for Technology 3) HR Business Partner, Legal & Compliance and Communications & Public Affairs

Vice President, HR Business Partner

Short-term project to build ownership of appraisal and feedback processes
Delivered training to 3,000 IT managers and engineers
Trained HR-business partners in the new performance management process
Managed the relationship with the external software provider
Designed website content and training material for the quarterly appraisal process

HR Consultant

Hewlett-Packard

HR Analyst and Project Manager

Sales Norway

🟠 Are you are trying to grow your company, level up your organisation and drive change? 

This is what I help global corporates, SME’s and scale-up’s achieve, through your most valuable asset - your people.

I’m the founder of LevelUp HR and a results focused, passionate and strategic Consultant. 

With 20 years international experience I’ve worked for some of the top companies for strategic HR - Bank of America Merrill Lynch, Barclays Capital, HP, Cognizant and The Norwegian Oil Fund. I’ve worked for scaleups and SME’s within Digital businesses and Maritime. I’ve been part of huge global HR departments and I’ve done the CHRO stand alone role, ie. a HR department of one!

Why are you here?

You need help to move your HR team from operational and reactive mode, to a strategic focus aligned with your strategy. 

You want to deliver results whilst navigating constant and rapid change and ensure you bring your people along with you.

Maybe your organisation is losing talent and you're struggling with engagement or a new hybrid work setting. 

Or you are growing, yet struggling to recruit the right capabilities for the future. Maybe you've made poor hiring decisions previously or want to ensure your talent sticks.

You want to see a cultural shift or need a reboot in your workplace, and don’t know how to get there. Maybe your employees are disengaged and have lost trust after a leadership change, restructure or merger. 

You need to cut costs and reduce staff, but want to do it in the right way.

You want to deliver your ESG strategy to progress D&I goals but are daunted by the task's size.

Maybe there’s frustration in your team, hampering collaboration, and undermining a positive work environment. You need support to overcome these barriers to success.

Or you’ve transitioned into a new leadership position or recently been promoted. You want to demonstrate success early on, and overcome imposter syndrome.

How can I help?

With LevelUP HR, I execute sustainable HR strategies, for your business that help your people to thrive, and deliver tangible business results. 

Impact, integrity, compassion, collaboration, and excellence define my approach.

HR impacts every team member and business area; success is crucial for working effectively with your most valuable assets, your people.

Benefit from my energy and extensive international HR experience. I'll support you in reaching the next level, becoming not just future-ready but ready for anything!

See Work Experience for more details.👇🏼

Book a call to discuss hiring me.

📧Email: rachel@level-upglobal.com


Rachel Wilson Rugelsjøen

If your business has people, your 2026 strategy needs HR in the room - by design, not as an afterthought.

My top tip for 2026: involve HR from day one.

No plan survives without the people to deliver it.

You can have the smartest plan on paper, but without:

→ leaders aligned on the story
→ the right people in the right roles
→ the skills and capacity to deliver
…it never gets off the (PowerPoint) page.

I’ve seen this play out in global organisations and start-ups alike.

It’s rarely the strategy that fails but the translation between intent and execution.

That’s why HR’s role isn’t to “support” strategy.

It’s to help shape it.

Here are 5 strategic conversations HR should lead – and where the C-suite must make space:

1. 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 – turning people data into business foresight

2. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 – aligning intent, behaviour, and accountability

3. 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀, 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 & 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 – linking talent to future business value

4. 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗦𝗪𝗢𝗧 – building tomorrow’s skills today

5. 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 & 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗶𝗻𝗴 – aligning structure and workload to strategic priorities

Because even the best strategy fails without the people to deliver it.

(And yes — having the right tools is a must. BlueJam brings strategy to life and is one of the most engaging ways to get the whole organisation working with the plan.)

💾 Save for later

♻️ Share if you believe HR belongs at the strategy table

Great cultures → great results. Helping HR teams, leaders and business owners align people, culture and strategy to deliver results. Strategy | Culture | Performance

Infographic detailing "5 Strategic Spaces HR Must Lead in 2026," including Workforce Intelligence, Leadership Collaboration, Critical Roles & Succession Planning, Capability & Skills SWOT, and Capacity & Resourcing. The graphic outlines the problem, how to use it, and when to use it for each area to deliver strategic value.

Year End appraisals are not the time for surprises.

Your people shouldn’t be hearing something for the first time in that room.

If they are, you’re not leading, you’re reporting.

Real leadership means naming things as they happen.

Not saving up concerns until the appraisal system forces you to deal with them in December.

When feedback is delivered in real time, people can grow.

When it’s delivered too late, all they can really do is react.

Last year, when I shared the first version of this guide, I heard from several senior leaders who said it helped them run calmer, clearer conversations at year end.

So I’m sharing it again ( updated and expanded ) with the four models that give leaders structure, clarity and balance all year: SBI, COIN, CEDAR and GROW.

You don’t need a new system, just a clearer approach (and space to reflect and prepare).

Go into your reviews with one intention:

Close the year with clarity and compassion, not shock.

Your people deserve that.

And your culture depends on it.

PS: I’ve also created a downloadable workbook version with reflection pages you can use to prepare for your appraisal conversations.

Send me a message if you’d like a copy for yourself or your team.

LevelUp Feedback

I can really relate to this!

I nearly stayed in the “I could” stage too long.

Starting my business wasn’t about being fearless, it was about taking action before doubt talked me out of it.

Sometimes, the leap isn’t the risk. 

Waiting is.

I think this applies to so many things. Just get it done, and have a great weekend! 😊

Credit: Janis Ozolins is one of my favourites artists and creatives. Give him a follow!

Can doing nothing actually make you more productive?

Neuroscience says yes, and it’s called REST.

Rest is an active verb, and if you’ve followed me for a while, you’ll know REST is my word for 2025.

So even as December rolls around next week, and while everyone gears up for year-end deadlines, I’m choosing the counter approach.

I caught up with my sister (a brilliant clinical psychologist) on FaceTime and she reminded me of something important:

REST isn’t just about doing nothing.

Here’s how she has taught me to think about REST:
𝗥andom
𝗘pisodic
𝗦ilent
𝗧hinking

It describes what happens in our brains when we unplug and let our minds wander.

Even when we’re “resting,” our brains don’t switch off, they shift into a different kind of activity that supports:

• Memory consolidation
• Imagination
• Reflection
• Creative breakthroughs

Rest is basically where the magic happens.

It’s not a break from productivity, it’s the foundation of it.

Those moments of “doing nothing” a walk in the cold, staring out of the window, ten quiet minutes with a cup of tea, are highly productive for our minds.

REST helps us join the dots across past experiences and imagine future possibilities. No surprise our best ideas come in the shower m, whilst walking in nature or just before sleep.

In a hyperconnected world, where notifications constantly compete for attention, this kind of rest is both harder to access, and more important than ever.

So this December, I’m extra focused on creating small pockets of real REST:

Inbox on intervals. 

Slides only when needed. 

Saying yes to people that lift and bring joy, and no to those that drag and drain. Making space in the diary versus cramming it full.

Because REST boosts creativity, reduces stress, improves health, and strengthens relationships.

And when we’re at work, we show up clearer, sharper and more ourselves too.

If rest feels impossible right now, that’s your signal. 

Where are you going to make space?

Feedback isn’t the problem, but who you’re listening to might be.

Many people fail to benefit from feedback because they overreact or undercorrect.

The key is trusting the right feedback.

When running 360 programs with leaders, I emphasize this: feedback is only as valuable as its source.

It’s important to choose wisely by looking for the sweet spot, where three qualities overlap:

1. Care: They genuinely want you to succeed.

2. Credibility: They have relevant expertise and insights.

3. Familiarity: They know you and your work well enough to give specific, actionable input.

Good leaders don’t rely on a single view. They proactively gather feedback from multiple sources, knowing they only ever see performance through one lens.

At year end, be intentional about who you ask. 

Choose people who’ve directly observed you for 6–12 months and can offer concrete examples, not assumptions. 

Feedback from this sweet spot challenges you to grow without tipping you into defensiveness. 

That’s where progress really levels up!

When you’re seeking feedback that impacts you don’t settle for less.

It’s the time of year when people reflect on two things:

Do I feel valued?

And does my work have real impact here?

Retention isn’t driven by “retention strategies” 

it’s driven by the everyday experience of being trusted, challenged, recognised, included, supported and able to contribute to something meaningful.

When those conditions are in place, people choose to stay.

Not because they have to but because it feels like the right place to grow.

These are the signals of a culture that people want to hold onto.

👉 Repost if you believe that Level Up results are only achieved through people who thrive.

Signals of a culture that people want to hold onto

If you’re asking what motivates employees to develop, you’re already asking the wrong question.

Most people don’t wake up thinking, “How can I stagnate today?”

Seriously.

Humans are wired to grow, adapt and make progress, it’s baked into our evolution, not aquired through a competency framework.

Decades of psychology ( and many big name consulting houses if you need a logo to tell you) - they all agree.

Development OPPORTUNITIES are one of the strongest drivers of engagement, performance and retention.

So if your people don’t seem interested in developing, it’s rarely because they lack ambition.
It’s usually because the environment has trained them that way.

Maybe they learned that putting their hand up for a stretch role means doing two jobs for the price of one. Maybe they came back from training to an overflowing inbox and a subtle message that learning is “nice, but not not possible now.”

Anyone worked for a company where training doesn’t equal billable hours therefore should take place on your own time - holidays and weekends anyone? …… errrrr the clue is right there Shirlock 😉

Maybe they saw someone take a risk, stumble once, and have that held against them every promotion round after.

I’ve coached many executives that refer to events of the past that should be water under the bridge, great learning experiences, but they have been haunted by them ever since and been held to ransom over them.

In that context, “What will motivate them?” is the wrong question.

It may even offend.

It puts the problem inside the person instead of inside the system.

The better question is:
“What is it about our culture, leadership behaviours and processes that makes a naturally growth-oriented species stop trying?”

That question is uncomfortable, and harder to tackle.

And yes, you’ve guessed it - it’s why we aren’t asking it.

But it’s also where your power is.

Because you can’t actually rewire human nature.

BUT you can redesign the conditions people work in every day.

You can make it normal to talk about careers and skills, not just tasks and deadlines.

You can protect time for learning and make sure it doesn’t come with a quiet penalty later.
 
You can recognise people for the courage to try something new, not just for flawless execution of the old. (Here I have a long list of stars).

When leaders do that consistently, employees don’t need to be “sold” on development; they start to see growth here as a smart, safe bet.

And if you’re reading this as a leader or a HR pro thinking, “Ouch, we’ve got work to do,” you’re exactly the person your organisation needs. 

You already see that the issue isn’t a motivation gap in your people; it’s a design gap in the environment around them. 

Close that gap, and you won’t have to push people to develop. That I can promise you. You’ll just have to give them room.

Monday Reminder - be careful who and what you let shape you, and your organisation.

One study changed the way I think about company culture.

It had nothing to do with engagement scores or attrition rates.

It found that just sitting within 7.6 meters of a high performer can lift your performance by 15%.

Sit near someone toxic and it can drop by 30%.

It’s called the Spillover Effect.

And once you see it, you start noticing it everywhere.

Because influence in organisations is happening all the time.

It’s subtle.
It’s ambient.

And it’s happening through every interaction; through conversations, habits, tone, energy, and even digital behaviours on email and and Teams chats.

As HR leaders, we often focus on processes, policies and programmes.

But culture is shaped just as much by proximity, who people sit with, shadow, learn from, and absorb…. without realising.

So as you fire up your laptop and ensure you’ve consumed enough coffee, here are a few reflections for the week ahead:

1. 𝗪𝗵𝗮𝘁 (𝗮𝗻𝗱 𝘄𝗵𝗼) 𝗶𝘀 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗯𝗼𝘁𝗵 𝗳𝗼𝗿𝗺𝗮𝗹𝗹𝘆 𝗮𝗻𝗱 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝗹𝗹𝘆?
The loudest cultural signals aren’t what’s written down in the handbook.
They’re in who gets listened to.

2. 𝗔𝗿𝗲 𝘆𝗼𝘂𝗿 𝗵𝗶𝗴𝗵 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿𝘀 𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝗹𝗶𝗳𝘁 𝗼𝘁𝗵𝗲𝗿𝘀?
Role-modelling works best when excellence is within reach, not hidden away in an office or silo.

3. 𝗪𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝘁𝗮𝗶𝗹𝘄𝗶𝗻𝗱𝘀 𝗮𝗻𝗱 𝘄𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗹𝗲𝗮𝗸𝘀?
Negativity spreads fast.
But so does generosity, clarity, and high standards.

Your culture is shaped by more than what you implement.

It’s shaped by what people catch from each other.

So think about your own inputs for a minute or two; the voices, ideas and energy you allow in.

And look at the ones that are shaping your teams.

Because in the end, culture doesn’t shift through programmes alone.

It shifts through people.

And that starts with proximity —
and it always starts with each of us.

Here’s to a level up week.

Graphic Credit: Huge thanks to Justin Mecham for this excellent breakdown of the Spillover Effect.

He also saved me from a Canva session that would have left me completely cross-eyed… and the end result is far better than what I could have produced!

Infographic titled "The Spillover Effect" contrasting Negative Spillover (Reduced Motivation, Higher Turnover, Team Friction) with Positive Spillover (Increased Productivity, Higher Morale, Stronger Collaboration). It concludes with six "Pro Tips" for promoting positive workplace influence.

I’m always a bit nervous when interviews like this pop into the world.

But I’m glad this one did!

Earlier this year I had the honour of joining the SMART HR Event HR Community for a conversation about what modern HR really looks like:

→ Why you can’t coach individuals in a broken system
→ How team dynamics and communication make or break change
→ Why leadership development has to start with business strategy, not buzzwords
→ And why I believe leaders are at their best when they become leader-makers

If you work in HR or lead people, I hope there’s something in here that helps you feel seen, a little smarter, and more confident pushing for the kind of HR your business really needs.

Thank you to the SMART HR Event team for putting this together. I loved our conversation and I’m grateful for the chance to talk about HR as a strategic, systemic function, not just a support service.

My hope is that more HR teams feel empowered to work this way: close to the business, close to their people, and brave enough to redesign what isn’t working.

✨ If you read it, I’d love to know:
What do you want to see from HR in 2026 – something we need to stop doing, or something bolder you want us to start?

View newsletter: What About People management?

Rachel Wilson Rugelsjøen is a leadership coach and organizational development expert with over 20 years of experience helping leaders, teams, and cult

Open article: When People Feel Seen, They Grow: Real Lessons from Rachel Wilson Rugelsjøen by SMART HR Event • 7 min read

When People Feel Seen, They Grow: Real Lessons from Rachel Wilson Rugelsjøen

With year-end review season in full swing, everyone’s talking about growth, development and “what’s next?”

But in real life, what actually moves the needle for people?

Here’s today’s question. 👇

What do you think helps you to grow the most?

The author can see how you vote. Learn more

What managers wish HR knew…

It’s Saturday Survey time again and yes, I know I’m always banging on about strategic HR needing commercial acumen and a deep understanding of the business it serves…

so drum roll for today’s question 🥁👇

What do you think managers most wish HR understood better?

AI has put the human side of work under a spotlight.

For HR, that’s both a challenge and a chance.

An opportunity to go beyond policing policy and design conditions where people do their best work.

People aren’t resources; they’re actually endlessly resourceful.

And when you treat them that way, you get deeper trust, faster delivery, and clearer decisions.

Humanity at work isn’t a trait; it’s a practice. And we spot it in many different signals all the time:

▪️𝗠𝗼𝗿𝗲 𝗵𝘂𝗺𝗮𝗻 = presence, listening, dignity in decisions, repair after mistakes

▪️𝗟𝗲𝘀𝘀 𝗵𝘂𝗺𝗮𝗻 = performative care, silence in difficult moments, decisions without context, praise withheld.

Try this week:

1. 𝗣𝗿𝗲𝘀𝗲𝗻𝗰𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝗯𝘂𝘀𝘆𝗻𝗲𝘀𝘀: one minute of your undivided attention.

2. 𝗖𝗼𝗻𝘁𝗲𝘅𝘁 𝗯𝗲𝗳𝗼𝗿𝗲 𝗱𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻: explain the why, the trade-offs, the timeline.

3. 𝗥𝗲𝗽𝗮𝗶𝗿 𝗳𝗮𝘀𝘁: say “I missed that, thanks. Let’s decide our next step.”

Where do you notice these signals in your organisation?

What helps you move a team, a leader, or yourself toward “more human”?

A large, framed billboard sign on a city street at dusk. The sign is orange and white and features a quote in large, bold, black text. The top right corner of the white paper looks peeled back to reveal the orange beneath. The quote reads: "People aren't resources; they're endlessly resourceful." Below the main text, in small font, is the attribution: "Rachel Wilson Rugelsjen." The background is a blurry urban scene with tall buildings, streetlights, and cars driving past.

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Rachel Marie

Rachel Wilson Rugelsjøen

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Rachel Wilson Rugelsjøen's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreRachel Wilson Rugelsjøen's LinkedIn Performance