Layoffs fueled by AI are splashed across headlines daily. Families whisper at dinner tables, wondering if tomorrow will be the day their breadwinner’s role gets swallowed by a machine.

Software engineer? On edge.

Customer service rep? Scared.

Travel agent? Worried

Sales representative? Nervous

And you are probably right to be concerned. In the Federal Reserve’s August survey, workers said they only had a 44.9% chance of landing a new job if they lost their current one. That’s the lowest confidence level since the survey began in 2013. People aren’t exactly optimistic about bouncing back right now.

While maybe this isn’t the time to storm into your boss’s office demanding a raise or handing in your two weeks’ notice. But standing still isn’t the move either.

Lawnmower parents suck. Yeah, I said it.

Feel free to hate me.

I'm not a parent. I'm also not a helicopter pilot, but if I see a helicopter in a tree, I know that someone messed up.

For those who don't know the term, lawnmower parents, also known as snowplow parents or bulldozer parents, are those who actively remove obstacles and hardships from their child's path, ensuring a smooth and easy journey for them. No bumps. No challenges. No struggles. Their mission? Make life as smooth as possible.

This proactive approach, while often stemming from a desire to protect and support, can hinder a child's development of essential life skills, resilience, and problem-solving abilities.

You might believe an organization of coaches would be a self-sustaining engine of growth. Everyone knows how to ask the right questions, hold people accountable, and spot limiting beliefs.

So why do teams of coaches still need team building, culture development, and leadership coaching?

Because coaching individuals isn't the same as coaching a TEAM. Individual coaching changes a person. Cohesion Culture™ changes the environment they operate in.

The mismatch nobody wants to admit

Coaches train clients.

Teams need alignment, psychological safety, and a shared operating rhythm.

One-to-one coaching can change habits.

But an organization’s norms, reward structures, and leader behaviors decide whether those habits survive. If the culture contradicts the coaching, the coaching becomes an expensive one-off.

Most organizations say they want leadership development.

Few are willing to get uncomfortable enough to actually develop it.

I try to regularly do things that make me uncomfortable—sign up for an improv class, hike a mountain I’ve never climbed, kayak a river I don’t know, or travel to a country where I don’t speak the language.

Most recently, I took a trip to the Rocky Mountains of Colorado with an incredible group of friends. We drove Jeeps across rugged passes, hiked through wild terrain, explored deep caverns, and soaked in the kind of beauty that can only be earned. It wasn’t easy, but that was the point.

My nerves kick in just like everyone else's. My hands get sweaty. My heart races. My inner voice gets loud.

But it's also exciting. Really, really exciting. I feel fully alive.

Bosses say, “Return to the office.”

Employees say, “No thanks.”

And the data says they aren't bluffing.

Companies have been droning on about Return-to-Office (RTO) for over a year now, but the results? Barely any movement.

According to data collected by Stanford University professor Nick Bloom and his team, office attendance policies have increased by 10% since early 2024 yet actual attendance has risen by less than 2%.

Return-to-office mandates from major employers like Amazon (3 days/week), Google (3 days/week), and JPMorgan Chase (full-time for senior leaders) have barely moved the needle. Employees are quietly pushing back on mandates they see as out of touch with their realities and their proven ability to perform remotely.

You can throw all the perks and mandatory fun events you want at your team, but if they don’t feel like they belong, it won’t stick.

Organizations constantly wrestle with burnout, disengagement, and the awkward dance of asking employees to return to the office. But what if the real solution isn't logistical? It's emotional.

Belonging, not just being included, but being valued and seen, is the overlooked power move in today’s workplace. And cohesive leaders? They know how to create it.

Employees who feel a strong sense of belonging are 5.3x more likely to be engaged at work. (BetterUp, 2022) High belonging is linked to a 56% increase in job performance, 50% drop in turnover risk, and 75% reduction in sick days. (Harvard Business Review, 2019)

Distributed teams are the new normal.

Not every employee works in the office 5-days a week anymore.

Whether your crew is fully remote, remote-first, hybrid, or somewhere in between, the challenge is the same: building a cohesive team culture when you’re not all under one roof.

Don’t wait for that elusive “in‑person” day to roll around.

If your team collaborates daily, whether via Slack threads, Zoom calls, or shared docs, then that’s precisely where and when you should be playing together.

Meet someone who embodies what it means to lead with both purpose and passion... Michael Lounsbury! Michael recently joined us at On Purpose Adventures, bringing with him a powerful blend of military precision, HR wisdom, and an infectious enthusiasm for people and process.

He’s trained with us in Charleston, shadowed operations in Greenville, and already made a big impact. Whether it’s leading leadership development workshops, chasing Disney magic with his son, or diving into the heart of team building with a servant-leadership mindset, Michael brings authenticity, humility, and heart to everything he does.

We’re excited about what his presence means for the future of On Purpose Adventures. In this Q&A, you’ll get a glimpse of the energy and insight he brings to the table and why we’re lucky to have him on the team.