Culture

AI is still relatively new. That matters more than we’re willing to admit. Right now, there’s a rush to claim expertise—to label oneself an “AI consultant” simply because the technology is trending. I’m cautious about that. Novelty doesn’t equal mastery, and ill-advised confidence can create reputational, cyber, and leadership risks. My own approach has been slower. Over the past year, I’ve learned AI one interaction at a time—treating it less as something to master and more

Smear campaigns in organizations rarely begin with overt lies. They form in silence. They emerge when communication breaks down, power goes unchecked, and leadership hesitates—allowing informal narratives to replace formal process. By the time leaders recognize the damage, reputational harm is already in motion.

I’ve seen it too often: leaders trying to use media to show one version of reality while their organization operates another. At first glance, it might look strategic—they’re demonstrating culture, highlighting diversity, or signaling engagement. But when internal realities don’t match what’s being broadcast, the outcome is often the opposite of what they intend. Media doesn’t create the problem—it magnifies it.

Most organizations do not struggle with media because they lack visibility. They struggle because their media lacks alignment. Leaders are often encouraged to “show up more,” “post consistently,” or “build a brand.” Without strategy, however, media becomes another obligation—one that consumes time, creates confusion, and weakens leadership voice. When media is aligned, it serves a very different purpose. It clarifies brand identity, reinforces mission and leadership prioritie