Author name: tkbremner

The Hidden Struggle Across the State of Maine and beyond, many organizations are navigating rapid change—growth, staffing transitions, and increasing demands. Recently, I partnered with a local leadership team that was talented and committed, but struggling beneath the surface. -Meetings were polite, yet guarded.-Decisions stalled.-Accountability felt inconsistent.-Frustrations went unspoken. They didn’t lack capability. They lacked

Insights from Vistage Chair: Andrea Simon As a corporate anthropologist, I’ve spent much of my career observing how leaders build organizations. Over the past several years, I’ve had the privilege of interviewing and working with hundreds of women entrepreneurs, CEOs, and business owners. Anthropologists look for patterns in how people adapt to changing environments. Here

Recently, I partnered with a Maine nonprofit experiencing challenges with a situationinvolving multiple donors. Concerns were surfacing from differentdirections—some about communication, others about decision-making, and severalrooted in values-based reactions to community events.  Individually, each situation felt manageable. Collectively, they created strain. Staff were fielding emotionally charged emails, tense phone calls, and requests formeetings. Some donors

In today’s business landscape, uncertainty isn’t a wrinkle — it’s the default. Leaders who rely solely on predictions are essentially “gambling on variables they can’t control.” Instead of waiting for clarity, resilient executives focus on designing the future. Why design matters more than prediction“The best way to predict the future is to design it.” —

In my recent Amplify Impact: Women’s Leadership Training, I had the privilege of guiding a group of talented and passionate women through a powerful journey of self-awareness and growth. One of the most transformative parts of our time together was exploring how different leadership styles shape communication, relationships, and results—and how expanding beyond one’s natural

Hard-working and dedicated employees sometimes lose their drive for a variety of reasons. Decision-makers who recognize a lost appetite for meeting deadlines and ramping up productivity too often blame the worker. In many cases, it’s the environment that is not providing the material support necessary to empower staff members. These are key reasons professionals become

As we prepare for 2026 and beyond, strategic planning is no longer just a task—it’s a leadership imperative. The most effective plans aren’t dusty documents on the shelf—they’re actionable, measurable, and alive. 3 Essentials to Elevate Your Strategic Plan Why it matters nowYour strategic plan won’t withstand uncertainty unless it’s intentionally built for change. Leaders

Maine businesses now have an even more powerful way to stretch every training dollar. The Maine Department of Economic and Community Development’s Dirigo Business Incentive and the Harold Alfond Center’s Workforce Development Compact can be combined to maximize savings on employee training, upskilling, and professional development. Here’s how your Maine organization can benefit: > Receive

As we move toward 2026, business leaders face a workforce and social landscape in flux. Vistage highlights key trends that demand strategic attention—from a “no‑hire, no‑fire” labor market and sliding engagement levels to an aging workforce and tight consumer spending habits. Three themes that matter for leaders What you should act on now Ready to

Attracting top talent is only half the battle — keeping them engaged, motivated, and committed is where the real leadership challenge lies. High performers have high expectations. They want meaningful work, opportunities to grow, and a culture that values both their contributions and their well-being. So how can leaders and organizations rise to the occasion