Amy Kennedy Leadership

Return-to-office policies are often framed as cultural fixes. In practice, they’re usually attempts to restore clarity when work feels harder to evaluate. Proximity makes effort visible. It doesn’t create coordination. The real cost of RTO isn’t the commute. It shows up later in turnover, manager load, and the quiet loss of capability. Read more,

Much of what we call innovation begins as unfinished thinking: questions, patterns, half-formed ideas that aren’t ready to be defended yet. In offices, proximity helps those moments surface naturally. In remote and hybrid teams, they only appear if the system makes room for them. Read more here

This article exposes why people, particularly remote team members, leave a company and what you can do about it.

In remote and hybrid work, monitoring often fills the gap left by missing clarity. Leaders reach for visibility through observation not because they want control, but because they lack reliable signals about progress and outcomes. The problem is that monitoring measures motion, not meaning and it quietly reshapes how work gets done.

This article offers the surprising advice to ask for help to strengthen your distance partnerships.

This article provides a super-practical template for a meeting-free status update to stakeholders.

This article offers practical ways to grow relationships that make a difference, especially at a distance.

This article suggests a method for identifying relationships that will create mutual value, particularly when working remotely.