@cassiehoag.bsky.social
Questions We Should Be Asking Each Other Now:
What's your reaction when the leader of your organization makes a record number of stock trades - more than all managers combined - and gets rich on those trades, most made in response to deals cut by the leader and obvious insider trading?
What's your reaction when the leader of your organization makes a record number of stock trades - more than all managers combined - and gets rich on those trades, most made in response to deals cut by the leader and obvious insider trading?
September 16, 2026 at 3:19 PM
Questions We Should Be Asking Each Other Now:
What's your reaction when the leader of your organization makes a record number of stock trades - more than all managers combined - and gets rich on those trades, most made in response to deals cut by the leader and obvious insider trading?
What's your reaction when the leader of your organization makes a record number of stock trades - more than all managers combined - and gets rich on those trades, most made in response to deals cut by the leader and obvious insider trading?
Questions We Should Be Asking Each Other Now:
When a leader and his or her family members receive lavish gifts from bad actors in your industry and/or those who want favorable treatment from your organization, what can you do to demand more ethical behavior?
When a leader and his or her family members receive lavish gifts from bad actors in your industry and/or those who want favorable treatment from your organization, what can you do to demand more ethical behavior?
September 15, 2026 at 3:28 PM
Questions We Should Be Asking Each Other Now:
When a leader and his or her family members receive lavish gifts from bad actors in your industry and/or those who want favorable treatment from your organization, what can you do to demand more ethical behavior?
When a leader and his or her family members receive lavish gifts from bad actors in your industry and/or those who want favorable treatment from your organization, what can you do to demand more ethical behavior?
Questions We Should Be Asking Each Other Now:
How should you judge leaders who are situationally ethical; who loudly condemn some employees or members who violate organizational values, while excusing and even supporting the very same behaviors in others?
How should you judge leaders who are situationally ethical; who loudly condemn some employees or members who violate organizational values, while excusing and even supporting the very same behaviors in others?
September 14, 2026 at 4:56 PM
Questions We Should Be Asking Each Other Now:
How should you judge leaders who are situationally ethical; who loudly condemn some employees or members who violate organizational values, while excusing and even supporting the very same behaviors in others?
How should you judge leaders who are situationally ethical; who loudly condemn some employees or members who violate organizational values, while excusing and even supporting the very same behaviors in others?
Questions We Should Be Asking Each Other Now:
What actions can you take when the leader of your organization refuses to put controls on initiatives that although offer some advantages, will most certainly endanger both internal and external stakeholders unless constrained?
What actions can you take when the leader of your organization refuses to put controls on initiatives that although offer some advantages, will most certainly endanger both internal and external stakeholders unless constrained?
September 13, 2026 at 7:20 PM
Questions We Should Be Asking Each Other Now:
What actions can you take when the leader of your organization refuses to put controls on initiatives that although offer some advantages, will most certainly endanger both internal and external stakeholders unless constrained?
What actions can you take when the leader of your organization refuses to put controls on initiatives that although offer some advantages, will most certainly endanger both internal and external stakeholders unless constrained?
Questions We Should Be Asking Each Other Now:
How ironic is it when a leader censors someone who opposes his or her policies from being heard on traditional media, the censored person finds an alternative outlet, and then has much higher viewership than the leader's own over-hyped event?
How ironic is it when a leader censors someone who opposes his or her policies from being heard on traditional media, the censored person finds an alternative outlet, and then has much higher viewership than the leader's own over-hyped event?
September 12, 2026 at 10:06 PM
Questions We Should Be Asking Each Other Now:
How ironic is it when a leader censors someone who opposes his or her policies from being heard on traditional media, the censored person finds an alternative outlet, and then has much higher viewership than the leader's own over-hyped event?
How ironic is it when a leader censors someone who opposes his or her policies from being heard on traditional media, the censored person finds an alternative outlet, and then has much higher viewership than the leader's own over-hyped event?
Questions We Should Be Asking Each Other Now:
How would you feel if the unpopular CEO of your organization held an event and asked everyone there to make a pledge to the "greatest leader in history" (referring to themself) and take action to keep that CEO in power - even if cheating is required?
How would you feel if the unpopular CEO of your organization held an event and asked everyone there to make a pledge to the "greatest leader in history" (referring to themself) and take action to keep that CEO in power - even if cheating is required?
September 11, 2026 at 4:36 PM
Questions We Should Be Asking Each Other Now:
How would you feel if the unpopular CEO of your organization held an event and asked everyone there to make a pledge to the "greatest leader in history" (referring to themself) and take action to keep that CEO in power - even if cheating is required?
How would you feel if the unpopular CEO of your organization held an event and asked everyone there to make a pledge to the "greatest leader in history" (referring to themself) and take action to keep that CEO in power - even if cheating is required?
Questions We Should Be Asking Each Other Now:
In an effort to compel compliance on the part of disaffected employees or members, what are your thoughts when a leader offers them cash bribes (for which there is no budget), instead of doing the work to build trust and engagement?
In an effort to compel compliance on the part of disaffected employees or members, what are your thoughts when a leader offers them cash bribes (for which there is no budget), instead of doing the work to build trust and engagement?
September 10, 2026 at 3:54 PM
Questions We Should Be Asking Each Other Now:
In an effort to compel compliance on the part of disaffected employees or members, what are your thoughts when a leader offers them cash bribes (for which there is no budget), instead of doing the work to build trust and engagement?
In an effort to compel compliance on the part of disaffected employees or members, what are your thoughts when a leader offers them cash bribes (for which there is no budget), instead of doing the work to build trust and engagement?
Questions We Should Be Asking Each Other Now:
What's your takeaway when a leader offers ever-changing lies about his or her role in a cataclysmic event that shaped the lives of all organizational stakeholders, thus robbing those most deeply affected of their grief and dignity?
What's your takeaway when a leader offers ever-changing lies about his or her role in a cataclysmic event that shaped the lives of all organizational stakeholders, thus robbing those most deeply affected of their grief and dignity?
September 9, 2026 at 2:50 PM
Questions We Should Be Asking Each Other Now:
What's your takeaway when a leader offers ever-changing lies about his or her role in a cataclysmic event that shaped the lives of all organizational stakeholders, thus robbing those most deeply affected of their grief and dignity?
What's your takeaway when a leader offers ever-changing lies about his or her role in a cataclysmic event that shaped the lives of all organizational stakeholders, thus robbing those most deeply affected of their grief and dignity?
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No Kings: Vote Early Salt Lake City · No Kings
Start with a rally at the Utah State Capitol at 3 PM! Join organizations from across Salt Lake County to learn more about how YOU can get involved!
At 4 PM, join the Souls to the Polls march to the ...
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September 8, 2026 at 5:11 PM
I'm attending No Kings's event, “No Kings: Vote Early Salt Lake City” - sign up now to join me! www.mobilize.us/nokings/even...
Questions We Should Be Asking Each Other Now:
How can leadership justify hosting a costly nationwide convention to rally support when a) it's policies are widely unpopular, b) it's suspected of widespread corruption, and c) the convention's timing conflicts with other more compelling events?
How can leadership justify hosting a costly nationwide convention to rally support when a) it's policies are widely unpopular, b) it's suspected of widespread corruption, and c) the convention's timing conflicts with other more compelling events?
September 8, 2026 at 3:43 PM
Questions We Should Be Asking Each Other Now:
How can leadership justify hosting a costly nationwide convention to rally support when a) it's policies are widely unpopular, b) it's suspected of widespread corruption, and c) the convention's timing conflicts with other more compelling events?
How can leadership justify hosting a costly nationwide convention to rally support when a) it's policies are widely unpopular, b) it's suspected of widespread corruption, and c) the convention's timing conflicts with other more compelling events?
Questions We Should Be Asking Each Other Now:
When a leader is clearly obsessing over renaming departments, functions and regional locations in your organization - for foolish and vindictive reasons - while ignoring other vitally important matters, what conclusions can you draw?
When a leader is clearly obsessing over renaming departments, functions and regional locations in your organization - for foolish and vindictive reasons - while ignoring other vitally important matters, what conclusions can you draw?
September 7, 2026 at 7:17 PM
Questions We Should Be Asking Each Other Now:
When a leader is clearly obsessing over renaming departments, functions and regional locations in your organization - for foolish and vindictive reasons - while ignoring other vitally important matters, what conclusions can you draw?
When a leader is clearly obsessing over renaming departments, functions and regional locations in your organization - for foolish and vindictive reasons - while ignoring other vitally important matters, what conclusions can you draw?
Questions We Should Be Asking Each Other Now:
What's your tolerance level when leadership takes increasingly extreme measures (like the proverbial "dog with a bone") to circumvent both organizational policies and federal law in pursuit of a widely unpopular, impractical and harmful strategy?
What's your tolerance level when leadership takes increasingly extreme measures (like the proverbial "dog with a bone") to circumvent both organizational policies and federal law in pursuit of a widely unpopular, impractical and harmful strategy?
September 6, 2026 at 7:08 PM
Questions We Should Be Asking Each Other Now:
What's your tolerance level when leadership takes increasingly extreme measures (like the proverbial "dog with a bone") to circumvent both organizational policies and federal law in pursuit of a widely unpopular, impractical and harmful strategy?
What's your tolerance level when leadership takes increasingly extreme measures (like the proverbial "dog with a bone") to circumvent both organizational policies and federal law in pursuit of a widely unpopular, impractical and harmful strategy?
Questions We Should Be Asking Each Other Now:
What can you do when leadership wants to rush implementation of controversial new technology that has yet to be tested, is reported to be mistaken-ridden by those building it, and that is designed to harm or discourage certain users?
What can you do when leadership wants to rush implementation of controversial new technology that has yet to be tested, is reported to be mistaken-ridden by those building it, and that is designed to harm or discourage certain users?
September 5, 2026 at 9:21 PM
Questions We Should Be Asking Each Other Now:
What can you do when leadership wants to rush implementation of controversial new technology that has yet to be tested, is reported to be mistaken-ridden by those building it, and that is designed to harm or discourage certain users?
What can you do when leadership wants to rush implementation of controversial new technology that has yet to be tested, is reported to be mistaken-ridden by those building it, and that is designed to harm or discourage certain users?
Questions We Should Be Asking Each Other Now:
How do you feel when the leader of your organization persistently and perpetually threatens both internal and external stakeholders with ruin - if they don't comply with outrageous, nonsensical and/or harmful claims that he or she makes?
How do you feel when the leader of your organization persistently and perpetually threatens both internal and external stakeholders with ruin - if they don't comply with outrageous, nonsensical and/or harmful claims that he or she makes?
September 4, 2026 at 4:30 PM
Questions We Should Be Asking Each Other Now:
How do you feel when the leader of your organization persistently and perpetually threatens both internal and external stakeholders with ruin - if they don't comply with outrageous, nonsensical and/or harmful claims that he or she makes?
How do you feel when the leader of your organization persistently and perpetually threatens both internal and external stakeholders with ruin - if they don't comply with outrageous, nonsensical and/or harmful claims that he or she makes?
Questions We Should Be Asking Each Other Now:
When trust in a leader and his or her team - by virtue of their position power - gradually erodes due to promises made exposed as lies and fantasies, how should employees or members react, and what can they do to restore and enforce accountability?
When trust in a leader and his or her team - by virtue of their position power - gradually erodes due to promises made exposed as lies and fantasies, how should employees or members react, and what can they do to restore and enforce accountability?
September 3, 2026 at 3:12 PM
Questions We Should Be Asking Each Other Now:
When trust in a leader and his or her team - by virtue of their position power - gradually erodes due to promises made exposed as lies and fantasies, how should employees or members react, and what can they do to restore and enforce accountability?
When trust in a leader and his or her team - by virtue of their position power - gradually erodes due to promises made exposed as lies and fantasies, how should employees or members react, and what can they do to restore and enforce accountability?
Questions We Should Be Asking Each Other Now:
What happens to an organization when a functional department is manipulated by a leader to go "rogue": meaning that it secretly launches a criminal project that will harm certain stakeholders in an attempt to favor others?
What happens to an organization when a functional department is manipulated by a leader to go "rogue": meaning that it secretly launches a criminal project that will harm certain stakeholders in an attempt to favor others?
September 2, 2026 at 1:39 PM
Questions We Should Be Asking Each Other Now:
What happens to an organization when a functional department is manipulated by a leader to go "rogue": meaning that it secretly launches a criminal project that will harm certain stakeholders in an attempt to favor others?
What happens to an organization when a functional department is manipulated by a leader to go "rogue": meaning that it secretly launches a criminal project that will harm certain stakeholders in an attempt to favor others?
Questions We Should Be Asking Each Other Now:
How can you counteract a leadership team that is relentlessly focused on solving a "problem" that fails to exist (as per validated research and dozens of court decisions) - in a thinly veiled attempt to retain control of your organization?
How can you counteract a leadership team that is relentlessly focused on solving a "problem" that fails to exist (as per validated research and dozens of court decisions) - in a thinly veiled attempt to retain control of your organization?
September 2, 2026 at 4:07 AM
Questions We Should Be Asking Each Other Now:
How can you counteract a leadership team that is relentlessly focused on solving a "problem" that fails to exist (as per validated research and dozens of court decisions) - in a thinly veiled attempt to retain control of your organization?
How can you counteract a leadership team that is relentlessly focused on solving a "problem" that fails to exist (as per validated research and dozens of court decisions) - in a thinly veiled attempt to retain control of your organization?
Questions We Should Be Asking Each Other Now:
What actions can you take when it's clear that leadership wants to keep your oranization's marketing department from desseminating important information that should be publicy known - to the extent that they threaten to fire those in marketing roles?
What actions can you take when it's clear that leadership wants to keep your oranization's marketing department from desseminating important information that should be publicy known - to the extent that they threaten to fire those in marketing roles?
August 31, 2026 at 3:07 PM
Questions We Should Be Asking Each Other Now:
What actions can you take when it's clear that leadership wants to keep your oranization's marketing department from desseminating important information that should be publicy known - to the extent that they threaten to fire those in marketing roles?
What actions can you take when it's clear that leadership wants to keep your oranization's marketing department from desseminating important information that should be publicy known - to the extent that they threaten to fire those in marketing roles?
Strategic plans are often underpinned by S.W.O.T. analyses. When employees or members collectively realize that the greatest threat (the "T" in S.W.O.T.) to their organization is the person in charge and his or her deputies, what should they do?
August 30, 2026 at 4:52 PM
Strategic plans are often underpinned by S.W.O.T. analyses. When employees or members collectively realize that the greatest threat (the "T" in S.W.O.T.) to their organization is the person in charge and his or her deputies, what should they do?
If the entire leadership team for your organization had taken off nearly 50% of the business days so far in this calendar year, without any reduction in pay, how would you feel about that, and what would your confidence level be in their decisions and policies?
August 29, 2026 at 6:48 PM
If the entire leadership team for your organization had taken off nearly 50% of the business days so far in this calendar year, without any reduction in pay, how would you feel about that, and what would your confidence level be in their decisions and policies?
Questions We Should Be Asking Each Other Now:
When corruption schemes involving national and regional leadership are revealed at the rate of several per month, what does that tell you about their ethics, and their responsibility to live the values and serve the mission of the organization?
When corruption schemes involving national and regional leadership are revealed at the rate of several per month, what does that tell you about their ethics, and their responsibility to live the values and serve the mission of the organization?
August 28, 2026 at 8:53 PM
Questions We Should Be Asking Each Other Now:
When corruption schemes involving national and regional leadership are revealed at the rate of several per month, what does that tell you about their ethics, and their responsibility to live the values and serve the mission of the organization?
When corruption schemes involving national and regional leadership are revealed at the rate of several per month, what does that tell you about their ethics, and their responsibility to live the values and serve the mission of the organization?
Questions We Should Be Asking Each Other Now:
What's an appropriate reaction when the leader of your organization keeps focusing on trivial and selfish matters and is embarrassing you and your fellow employees while behaving like a schoolyard bully toward long-standing partners and friends?
What's an appropriate reaction when the leader of your organization keeps focusing on trivial and selfish matters and is embarrassing you and your fellow employees while behaving like a schoolyard bully toward long-standing partners and friends?
August 28, 2026 at 4:05 PM
Questions We Should Be Asking Each Other Now:
What's an appropriate reaction when the leader of your organization keeps focusing on trivial and selfish matters and is embarrassing you and your fellow employees while behaving like a schoolyard bully toward long-standing partners and friends?
What's an appropriate reaction when the leader of your organization keeps focusing on trivial and selfish matters and is embarrassing you and your fellow employees while behaving like a schoolyard bully toward long-standing partners and friends?
Questions We Should Be Asking Each Other Now:
How should you respond to a leader who publicly chastises his or her direct reports and other supporters, claiming that they're the ones holding up a policy agenda that's largely considered illegal, unjust, self-serving, petty or flat out insane?
How should you respond to a leader who publicly chastises his or her direct reports and other supporters, claiming that they're the ones holding up a policy agenda that's largely considered illegal, unjust, self-serving, petty or flat out insane?
August 27, 2026 at 3:24 PM
Questions We Should Be Asking Each Other Now:
How should you respond to a leader who publicly chastises his or her direct reports and other supporters, claiming that they're the ones holding up a policy agenda that's largely considered illegal, unjust, self-serving, petty or flat out insane?
How should you respond to a leader who publicly chastises his or her direct reports and other supporters, claiming that they're the ones holding up a policy agenda that's largely considered illegal, unjust, self-serving, petty or flat out insane?
Questions We Should be Asking Each Other Now:
If, two years into a new leader’s tenure, he or she has enacted policy after policy that significantly reduce the organization’s financial reserves, harm employees or members and degrade the organization’s brand across the world, what should you do?
If, two years into a new leader’s tenure, he or she has enacted policy after policy that significantly reduce the organization’s financial reserves, harm employees or members and degrade the organization’s brand across the world, what should you do?
August 27, 2026 at 12:15 AM
Questions We Should be Asking Each Other Now:
If, two years into a new leader’s tenure, he or she has enacted policy after policy that significantly reduce the organization’s financial reserves, harm employees or members and degrade the organization’s brand across the world, what should you do?
If, two years into a new leader’s tenure, he or she has enacted policy after policy that significantly reduce the organization’s financial reserves, harm employees or members and degrade the organization’s brand across the world, what should you do?
Questions We Should Be Asking each Other Now:
When it's revealed that when considering an aggressive and risk-fraught strategy, a leader completely ignored the counsel of close advisors to avoid such and went ahead with it, what should you do?
When it's revealed that when considering an aggressive and risk-fraught strategy, a leader completely ignored the counsel of close advisors to avoid such and went ahead with it, what should you do?
August 25, 2026 at 4:56 PM
Questions We Should Be Asking each Other Now:
When it's revealed that when considering an aggressive and risk-fraught strategy, a leader completely ignored the counsel of close advisors to avoid such and went ahead with it, what should you do?
When it's revealed that when considering an aggressive and risk-fraught strategy, a leader completely ignored the counsel of close advisors to avoid such and went ahead with it, what should you do?