A Dialogue with Ian Shea

Feb 13, 2026 | Dialogue4

This is the latest in my dialogue series where I sit down with fellow professionals to explore their expertise and learn from their unique perspectives. Today’s conversation is with Ian Shea of Black Cat Consulting Group, who shares his journey from TBI Recovery to Organizational Leadership.

I recently had the chance to talk with Ian, founder of Black Cat Consulting Group, and learn from his approach to organizational consulting. While his methodology differs from my space-based approach, I found remarkable complementarity in how we tackle complex challenges. His approach to consulting feels refreshing and unique, underscoring the importance that organizations accept and celebrate diverse perspectives rather than defaulting to one-size-fits-all solutions.

Ian is in year two of his PhD in organizational leadership at National University, targeting graduation around Halloween 2028. His focus on adaptability and resilience in VUCA (volatile, uncertain, complex, and ambiguous) environments isn’t just academic—it’s deeply personal, shaped by his recovery from a traumatic brain injury.

What struck me most about our conversation was how Ian bridges high-level theory with operational reality through his structured business framework. He starts with what he calls a “Friction Audit,” moves to a diagnostic phase, then builds a comprehensive Change Plan.

As he puts it, “I didn’t just study Adaptive Leadership in a textbook; I lived it.”

From Belief to Walking the Walk

During our conversation, Ian shared a profound personal insight about his journey. He described a fundamental shift from believing he could handle challenges to actually walking in that belief. The PhD process, he noted, has sharpened this transformation, giving him both the conceptual framework and the confidence to tackle complex organizational challenges.

This shift resonated with me because it reflects something I see often in leadership development—the gap between intellectual understanding and embodied practice. Ian’s experience recovering from his TBI seems to have accelerated this integration in ways that purely academic study might not achieve.

Reframing Construction as Leadership Development

One area where Ian pushed back during our discussion was the common narrative that construction is a dead-end career path. He emphasized the high skill requirements and strong career and income potential, especially for people who develop leadership capabilities within the industry. This perspective challenged my own assumptions about traditional blue-collar pathways.

Ian’s vision extends far beyond the jobsite, focusing instead on the engineering of organizational resilience and human infrastructure. He wants to create global connections and “affect change at the highest levels” while ensuring that people starting at the bottom feel part of something bigger. This dual focus on systemic change and individual empowerment reflects his understanding that sustainable transformation happens when high-level strategy connects with ground-level execution.

The Scholar-Practitioner Bridge

What sets Ian apart is his commitment to being both scholar and practitioner. His PhD work in organizational leadership isn’t separate from his business—it’s integral to it. This allows him to bring rigorous academic frameworks to real-world challenges while testing theoretical concepts against the demands of actual project delivery.

What fascinates me about Ian’s approach is how it mirrors core principles of Spaciology—the study of how physical and conceptual spaces shape human behavior and organizational dynamics. His “Friction Audit” essentially maps the spatial tensions within organizations, identifying where energy gets trapped or misdirected.

When he talks about bridging theory and operational reality, he is creating what I would call “relational spaces” where abstract concepts can take concrete form. This spatial thinking—understanding how ideas move through organizational terrain—may be the key to why his methodology produces such lasting change.

Discovering Potential Collaboration

What was perhaps most exciting is that our dialogue concluded with both of us recognizing a clear synergy in our approaches. I tend to bring conceptual flow and project management strengths, while Ian provides the ‘Operational Mechanics,’ the high-fidelity structural frameworks required to sustain high-pressure growth. He doesn’t just design the vision; he engineers the foundation to ensure the system can handle the ‘G-forces’ of modern volatility.

Next stop for us: collaborative space.

About Ian Shea and Black Cat Consulting Group

Ian is the founder of Black Cat Consulting Group and a PhD candidate in organizational leadership at National University. A U.S. Air Force veteran, his practice combines construction expertise with organizational development, focusing on adaptability and resilience in complex environments. His approach bridges high-level theory with operational execution, shaped by his lived experience of recovery and transformation.

Making Space for What Comes Next

RPL’s approach to narrative strategy draws on Spaciology, a framework that explores how the spaces we create shape our understanding, relationships, and possibilities. In our work, dialogue helps people examine their experiences, find shared meaning, and turn that understanding into clearer decisions and communications.

Bring us the question you are working through. We will start with a conversation. You can also explore Spaciology’s teachings and practices at UYM Charities.

Let’s Talk
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Learning from Melissa Segal

Feb 10, 2026 | Dialogue3

Today’s conversation is with Melissa Segal of InterHuman Solutions, whose work in transforming workplace culture offers profound insights for leaders navigating the complexities of modern organizational dynamics.
Recently, I had the opportunity to connect with Melissa Segal, LCSW, founder of InterHuman Solutions, whose work with mission-driven organizations across North Carolina and beyond has revealed a fundamental truth: most workplace issues aren’t operational—they’re “interhuman.” What struck me most about our conversation was Melissa’s insight that the leadership models many of us learned are not only outdated but actively counterproductive to building the trust-based cultures that modern organizations need to thrive.

The Leadership Paradigm Shift: From Authority to Trust

“I was taught that leaders were supposed to be very strong, always exude confidence and tell people what to do. But I found that that is not what people wanted,” Melissa explained.

This revelation challenges the command-and-control leadership model that dominated organizational thinking for decades. Instead, Melissa’s work focuses on building trust—both with individuals and teams—recognizing that psychological safety and genuine connection are the foundations of productive workplace culture.

Her approach addresses what she calls the “interhuman” dimension of organizational life: the complex web of relationships, communication patterns, and trust dynamics that determine whether people want to come to work, disengage, or leave the organization.

The Leader as Co-Architect of the Problem

“I often find that there are confounding factors, including that the leader could show up differently.”

This insight reveals a pattern I’ve observed in my own work with organizations: leaders often externalize workplace dysfunction, failing to recognize their role in creating the very dynamics they want to change.

Melissa’s assessment process involves confidential conversations with all parties, allowing her to surface the complex reality behind workplace conflicts. Her role is to help both leaders and team members understand how their behavior contributes to team dynamics, guide them toward more effective ways of showing up, and work through conflict to resolution.

The Art of Deep Listening: Beyond Hearing Words

“I’m not listening to hear the words—I’m listening to understand and listening to what they are not saying. When someone feels heard, that is part of building trust—and they feel like they matter.”

This distinction between hearing and listening for understanding represents one of the most practical skills Melissa emphasizes. Deep listening involves asking open-ended questions, checking for understanding, and seeking to grasp the meaning behind the words.

The impact is profound: when people feel truly heard, they feel valued. This single act becomes the foundation for building trust and strengthening relationships across the organization.

Talking About the Elephants in the Room

“Talk about the elephants in the room. Let’s address the big issue that is looming. Talking around it does not help anyone.”

Melissa identifies this as another critical skill for transformational leadership: the courage to address difficult topics directly. Too often, she notes the real conversations happen in parking lots or bathrooms, while meetings dance around the core issues.

Creating structured opportunities for honest dialogue about challenging topics requires both skill and courage, and it is essential for moving beyond surface-level problem-solving to genuine organizational transformation.

Seeing the Full Human Being

“People are complex. When we make a connection with someone, we may develop a completely different view. Everyone brings their humanity into the room.”

This perspective challenges leaders to move beyond their preconceived notions and judgments. Melissa shared a powerful story about a physician who, after a conflict resolution process, realized: “When I walk into a room, anything I say and do can impact people there. They are human. I had never thought about that before.”

This shift in perspective—from seeing colleagues as functions or problems to recognizing their full humanity—transforms how leaders show up and interact with their teams.

What This Means for Leadership Practice

Melissa’s insights offer immediate applications for leaders committed to cultural transformation:

Start with Self-Reflection: Before addressing team dynamics, examine your own communication patterns and leadership behaviors. How might you be contributing to the challenges you want to solve?

Practice the Two-to-One Ratio: Use your two ears and one mouth proportionally. Listen more than you talk, even when you have brilliant insights to share.

Create Safe Spaces for Difficult Conversations: Identify one “elephant in the room” and design a structured opportunity for your team to address it openly.

Listen for Understanding: In your next one-on-one, focus entirely on understanding the other person’s perspective. Ask “What’s behind that?” and “Can you help me understand that better?”

See People as Whole Human Beings: Look beyond job functions and frustrations to recognize the complexity and humanity of each team member.

‘The Ripple Effect of Interhuman Leadership

What makes Melissa’s approach particularly compelling is its focus on sustainable change. Rather than providing quick fixes, her work empowers teams to have these crucial conversations independently, long after her engagement ends.

This model recognizes that true cultural transformation happens when leaders develop the skills to navigate complex interpersonal dynamics with authenticity, courage, and genuine care for the people they serve.

The goal isn’t just better workplace relationships—it’s creating environments in which people are excited to come to work and to remain engaged and committed to the organization.

Melissa’s expertise in organizational culture transformation offers valuable lessons for any leader committed to creating workplaces where people thrive. Her emphasis on trust-building, deep listening, and seeing the full humanity in others provides a roadmap for moving beyond traditional command-and-control leadership toward something far more effective and sustainable.

Making Space for What Comes Next

RPL’s approach to narrative strategy draws on Spaciology, a framework that explores how the spaces we create shape our understanding, relationships, and possibilities. In our work, dialogue helps people examine their experiences, find shared meaning, and turn that understanding into clearer decisions and communications.

Bring us the question you are working through. We will start with a conversation. You can also explore Spaciology’s teachings and practices at UYM Charities.

Let’s Talk
Explore UYM

Learning from Laura O’Rourke

Dec 7, 2025 | Dialogue2

Today’s conversation is with Laura O’Rourke of Laura O’Rourke Consulting, a fellow member of the Independent Philanthropy Advisor Referral Group (IPAR).

Recently, I had the opportunity to connect with Laura O’Rourke, Principal of Laura O’Rourke Consulting, whose 25+ years of experience in nonprofit development has helped foundations and small to mid-sized nonprofits build the organizational infrastructure necessary for long-term success. What struck me most about our conversation was Laura’s holistic approach to grant writing—viewing it not as isolated fundraising activity, but as part of a comprehensive organizational development strategy.

Beyond the Application: What Grant Readiness Really Means

“Grant readiness is essential—organizations should track programs and outcomes before even starting grant writing,” Laura explained.

This isn’t just about having your paperwork in order—it’s about building the foundational systems that demonstrate organizational competence and impact.

Laura’s approach recognizes that successful grant writing requires four critical elements:

  1. Data systems that track program effectiveness and outcomes
  2. Relationship infrastructure for ongoing funder engagement
  3. Organizational capacity to manage and report on funded projects
  4. Strategic alignment between programs and funder priorities

From my own experience in philanthropy advising and as online faculty at the UNH College of Professional Studies, I’ve seen too many organizations approach grants as quick funding fixes rather than strategic partnerships. Laura’s framework reminds us that grant success starts with organizational readiness, not application deadlines.

The Full Grant Lifecycle Challenge

“Grant writing is more than just the narrative: it involves prospecting, building and stewarding relationships, applying, and lots of monitoring/reporting.”
This holistic view addresses a common misconception I encounter in my work with nonprofits—that grant writing is simply about crafting compelling proposals. Laura’s approach to her consulting practice addresses the full lifecycle:  
  • Prospecting and research to identify aligned funders
  • Relationship building before, during, and after funding cycles
  • Strategic application development that demonstrates clear impact
  • Ongoing stewardship and reporting that builds long-term partnerships

The Data Gap That Kills Grant Success

“Many organizations lack the data to show effectiveness; investing in external expertise and setting up evaluation systems helps.”
This resonates deeply with my work with family foundations and individual philanthropists. Too often, I see well-intentioned nonprofits that can articulate their activities but struggle to demonstrate measurable outcomes.

Laura’s insight challenges organizations to invest in data infrastructure before they need it for grant applications—a strategic approach that strengthens both fundraising capacity and program effectiveness.

The Revenue Diversification Reality

“Grants usually don’t cover general/operational costs—they’re for specific programs, projects, or growth. It’s risky to rely on grants as a major revenue source; a diverse funding stream (mainly individuals) is healthiest.”
This strategic perspective aligns with research showing that the most sustainable nonprofits maintain diversified revenue portfolios, with individual giving typically forming the largest component.

What This Means for Philanthropic Practice

As someone who works with philanthropists and foundations daily, I see immediate applications for Laura’s framework:

For Family Foundations: Use Laura’s relationship-building approach to develop deeper partnerships with grantees, moving beyond transactional funding to strategic collaboration. For Individual Philanthropists: Apply her emphasis on data and outcomes to your own giving strategy—what evidence are you seeking from the organizations you support? For Nonprofit Partners: Challenge yourselves to build grant readiness infrastructure before you need it, creating systems that demonstrate impact and support sustainable growth.

The Relationship-Building Imperative

Throughout our conversation, Laura consistently returned to the importance of relationships in successful grant work. Her background in psychology and social work informs her understanding that effective fundraising is fundamentally about human connection and shared mission alignment.

This relationship-centered approach stands in stark contrast to the “spray and pray” mentality that often drives grant applications, where organizations submit to any available funder without building genuine connections or demonstrating strategic fit.

Laura’s expertise in organizational development and grant strategy offers valuable lessons for anyone working to build sustainable nonprofit organizations. Her emphasis on readiness, relationships, and revenue diversification provides a roadmap for more effective philanthropic partnerships.

What questions would you want me to explore with Laura or other experts in future conversations? I’m always looking to learn from practitioners who are advancing the field.

About Laura O’Rourke and Laura O’Rourke Consulting

Laura brings 25+ years of nonprofit experience to help foundations and organizations build infrastructure and attract resources for mission advancement. She is a fierce advocate for disadvantaged populations and specializes in relationship-building processes vital to organizational growth and sustainability. Learn more at Laura O’Rourke Consulting. 

Making Space for What Comes Next

RPL’s approach to narrative strategy draws on Spaciology, a framework that explores how the spaces we create shape our understanding, relationships, and possibilities. In our work, dialogue helps people examine their experiences, find shared meaning, and turn that understanding into clearer decisions and communications.

Bring us the question you are working through. We will start with a conversation. You can also explore Spaciology’s teachings and practices at UYM Charities.

Let’s Talk
Explore UYM

Learning from Seth Klukoff

Nov 18, 2025 | Dialogue1

Today’s conversation is with Seth Klukoff of Eoan Strategies, a fellow member of the Independent Philanthropy Advisor Referral Group (IPAR).

Recently, I had the opportunity to connect with Seth Klukoff, Principal of Eoan Strategies, whose three decades of experience in strategic communications has shaped how some of the nation’s most influential organizations—from the Bill & Melinda Gates Foundation to the Robert Wood Johnson Foundation—articulate their impact and inspire action.

What struck me most about our conversation was Seth’s fundamental reframing of what thought leadership actually means in today’s crowded communications landscape.

Beyond the Buzzword: What Thought Leadership Really Is

“Thought leadership is about sharing knowledge to inspire change—in behavior, policies, or practices,” Seth explained.

This is not just another marketing buzzword—it is a strategic approach that requires four critical components:

  1. A strong evidence-based point of view (not just opinions)
  2. Understanding the context (knowing the landscape in which you are operating)
  3. Seeing things from various fields (bringing transdisciplinary perspective)
  4. Knowing what motivates your audience (the key to actual influence)

From my own experience in philanthropy advising and as online faculty at the UNH College of Professional Studies, I’ve seen too many organizations skip straight to tactics—the press releases, social media campaigns, and events—without first establishing this foundation. Seth’s framework reminds us that effective communication starts with having something meaningful to say.

The “Why” and “So What” Problem

One of his most valuable insights centered on what he calls the “why” and “so what” challenge. “Thought leadership is about the ‘why’ and ‘so what’—not just executing communications strategies like social media or press releases.”

Too often, I see foundations and nonprofits that can articulate what they do and how they do it, but struggle to communicate why it matters and so what if they succeed or fail.

Seth’s approach at Eoan Strategies addresses this by helping organizations:

 

  • Strengthen financial sustainability by articulating impact more clearly
  • Navigate uncertainty with clear, consistent messaging during crises
  • Launch strategic initiatives with well-defined points of view
  • Sharpen organizational identity to demonstrate competitive distinction

Integration, Not Isolation

Perhaps the most actionable insight from our conversation was Seth’s emphasis that “organizations should weave thought leadership into everything, not treat it as a side project.”

His insight challenges a common approach whereby thought leadership is assigned to the communications team as an add-on responsibility. Instead, Seth advocates for integration across all organizational functions—from program design to board communications to donor relations.

“In my work with family foundations and individual philanthropists, I’ve observed that the most effective giving strategies emerge when the “thought leadership” mindset permeates decision-making at every level, not just external communications.” – Seth Klukoff

The Strategic Sequence That Actually Works

Seth outlined a precise sequence that leaders should follow before jumping into tactics:

  • Define the desired change you want to create
  • Identify your audiences who can help create that change
  • Craft key messages that will resonate with those audiences
  • Set clear calls to action that move people toward your desired change
  • Then select the appropriate tactics and channels

This methodical approach stands in stark contrast to the “let’s start a podcast” or “we need to be on TikTok” mentality that often drives communications planning.

What This Means for Philanthropic Practice

As someone who works with philanthropists and foundations daily, I see immediate applications for Seth’s framework:

For Family Foundations: Use this sequence to move beyond “we fund education” to “we fund education because we believe X, and here’s the specific change we’re working toward.”

For Individual Philanthropists: Apply the four components of thought leadership to your giving strategy—what’s your evidence-based point of view on the issues you care about?

For Nonprofit Partners: Challenge yourselves to articulate not only your programs but also your theory of change and why your approach matters in the broader context.

Seth’s expertise in strategic communications offers valuable lessons for anyone working to create change through philanthropy. His emphasis on evidence-based thinking, audience understanding, and strategic sequencing provides a roadmap for more effective philanthropic communication.

What questions would you want me to explore with Seth or other experts in future conversations? I’m always looking to learn from practitioners who are advancing the field.

About Seth Klukoff and Eoan Strategies

Seth leads strategic communications and thought leadership development for organizations creating change across education, health, workforce development, and economic mobility. Learn more at Eoan Strategies. 

Making Space for What Comes Next

RPL’s approach to narrative strategy draws on Spaciology, a framework that explores how the spaces we create shape our understanding, relationships, and possibilities. In our work, dialogue helps people examine their experiences, find shared meaning, and turn that understanding into clearer decisions and communications.

Bring us the question you are working through. We will start with a conversation. You can also explore Spaciology’s teachings and practices at UYM Charities.

Let’s Talk
Explore UYM

The Deeper Story in Mission-Driven Work

Mar 17, 2025 | 11, Blog, Storytelling

When a mission-driven organization sits down to write its annual appeal or draft its website copy, something unexpected happens.

The messaging process becomes a mirror.

The organization discovers, through the act of trying to tell its story outward, what it actually believes inward. The gap between the two — between the story it wants to tell and the story it can honestly sustain — is rarely comfortable to see.

What the Mirror Reveals

A nonprofit that claims to center community voice but runs programs designed entirely by staff will feel that contradiction the moment it tries to write authentic community-centered copy. The words will not come easily, because the story will not cohere.

This is not a communications failure. It is a clarity failure that communications has made visible.

Organizations willing to sit with that discomfort gain something most never find: an honest account of where they actually are, which is the only place from which genuine progress can begin.

Values Under Pressure

Mission-driven marketing also forces a particular kind of prioritization.

An organization cannot claim to value everything equally and produce messaging that means anything. At some point, the copy must make choices — what to emphasize, what to name as the heart of the work, what to leave out.

Those choices reveal character. The values that survive the editing process are the ones the organization actually holds. The ones that disappear when space is limited are aspirational at best.

That sorting process, uncomfortable as it is, produces something durable: a body of communication that reflects what the organization genuinely is, rather than what it wishes it were.

An audience can feel the difference — even when it cannot name it.

This post is grounded in the Space as Metaphor framework, which views space as "metaphor for method, moral orientation, and mode of transformation." The framework helps us understand that our actions are not merely transactional exchanges but choices within complex spaces requiring careful cultivation and ethical stewardship.

Making Space for What Comes Next

RPL’s approach to narrative strategy draws on Spaciology, a framework that explores how the spaces we create shape our understanding, relationships, and possibilities. In our work, dialogue helps people examine their experiences, find shared meaning, and turn that understanding into clearer decisions and communications.

Bring us the question you are working through. We will start with a conversation. You can also explore Spaciology’s teachings and practices at UYM Charities.

Let’s Talk
Explore UYM