insight
wise action
change
All-In Strategies offers leaders the tools to guide change, its complexity and the conflict arising along the way.
change tools
All-in Strategies works with organizational executives and senior managers in nonprofits, businesses, government and foundations to adopt the leadership tools that lead to effective change.
Successful change starts with exceptional leadership to set direction, provide support, and guide the way.
strategy design
Whether it’s for an organization or community, change efforts languish without an inspiring vision and clear strategy to focus and maintain action.
a systems approach
Initiating change is complex. It requires recognizing and connecting the systems and conditions that perpetuate problems and finding the right levers to achieve change.
conflict management
Change brings resistance, tension and conflict. It’s unavoidable. What’s important is for leadership to manage conflict with an approach that keeps change moving forward.
project partners






values-based approach
All-In Strategies is guided by the following values:
Careful Listening
Understanding and holding partner perspectives and needs throughout the process.
Valuing Diverse Viewpoints
Ensuring all voices are heard and contributing to the direction and work.
Skillful Community Engagement
Including a community’s broad perspectives to shape priorities.
Exceptional Project Management
Maintaining project focus, follow-through and continuous progress.
Results-Oriented
Keeping the project’s outcomes front and center to guide the work and decisions.
idea bank

HOW CULTIVATING HUMILITY CAN SOLVE WORKPLACE TENSIONS
How often do we hear leaders openly admit their mistakes, say that they’re wrong or be honest about their shortcomings? In other words, how often do we see leaders show their humble sides? Not nearly enough.

IS YOUR WORKPLACE A NEVER-ENDING DRAMA?
A while back, a new client came to me exasperated that her workplace had fallen into nonstop gossiping and backbiting – one drama after another. All the signs were there. She saw too many spontaneous closed-door meetings, a rumor mill in overdrive and endless reports of how this co-worker was working against that co-worker. Sound familiar?

CONFESSIONS OF A RECOVERING FORMER “THICK-SKINNED” EXECUTIVE
The executive in this article’s title is me. Former executive I should say. I spent 20 years in charge of various departments, programs, work teams and budgets. For most of that time, I believed that part of being an effective leader meant being thick-skinned.