Skills
About
By listening deeply, I help clients get to the heart of their challenges and passions. You can count on my energy, authenticity, humor, and humility. I started my career working in organizational design and development and spent over 28 years in both corporate and consulting leadership roles before earning a coaching certification from the Coaches Training Institute and becoming a PCC credentialed coach with the International Coach Federation. My business experience adds instant value for my clients. Favorite Project: Founding LEVATA with my partners. We've built a company that operates based on our shared belief in the power of people and the outcomes that come from placing people first. We invite our people to bring their whole selves to work in service of others. Even our hardest days together are full of moments that matter...making me smile.
Amy Douglas
Published content
expert panel
As AI and automation take on more work, leaders face a new challenge: creating efficiency without crowding out human judgment, creativity and connection. Members of the Senior Executive HR Think Tank share how to determine what should remain human, protect time for creative thinking and redesign AI-enabled work around better human outcomes.With AI and automation becoming part of everyday work, the leadership challenge is no longer simply deciding what can be automated. It’s deciding what should be. The more capable these systems become, the easier it is to automate work that once required significant human effort.But efficiency alone does not guarantee better thinking, stronger decisions or more innovative outcomes. In fact, the organizations that benefit most from AI may be those that use it not simply to increase output but to create more capacity for distinctly human work.That decision is becoming increasingly important as AI adoption accelerates. Gallup's 2025 research on AI use at work found that the share of U.S. employees using AI at work at least a few times a year had nearly doubled in two years, rising from 21% in 2023 to 40% in early 2025. As adoption expands, however, leaders must consider how to use technology in ways that strengthen rather than diminish human capabilities.That distinction is at the center of the insights shared by members of the Senior Executive HR Think Tank. Their experiences across leadership development, HR, organizational psychology, human performance and business transformation suggest that the strongest human-AI models are not built around a fixed division between people and technology. Instead, they are designed around the different strengths each brings to the work.The opportunity, then, is to use automation to create capacity and deliberately reinvest that capacity in judgment, creativity, relationships and the kinds of thinking that give work its strategic value.
expert panel
Aug 21, 2026
New employees quickly learn what an organization truly values by watching what happens around them. Members of the Senior Executive HR Think Tank identify everyday workplace behaviors that can quietly undermine trust, engagement and retention—and explain how leaders can make those signals work in their favor.A new employee's first impression of an organization rarely comes from the employee handbook. It comes from what happens around them: whether leaders show up on time, whether promised meetings actually happen, whether every request is treated as urgent and whether the culture's stated values match everyday behavior.That matters because onboarding is not simply an administrative process. SHRM describes it as an ongoing integration of employees into an organization's culture, role and workplace, noting that the first days and months are particularly important for retention.Members of the Senior Executive HR Think Tank see the same dynamic from different angles. Their advice points to a common lesson: New hires are constantly interpreting small behaviors as evidence of what it really means to work at an organization. The everyday habits leaders overlook may become the signals employees remember.
expert panel
Mental health at work cannot be addressed through benefits alone. Members of the Senior Executive HR Think Tank explain how leaders can design workloads, management practices, autonomy, psychological safety and workplace systems to support sustainable performance.Workplace mental health is increasingly recognized as a business and organizational design issue—not simply an employee benefit. SHRM's 2026 research found that stress and anxiety remain significant concerns among U.S. workers, while companies continue to wrestle with employee burnout and the underuse of mental health benefits.That raises a more fundamental question: What if organizations stopped asking employees to cope better with unhealthy conditions and instead examined the conditions themselves? Members of the Senior Executive HR Think Tank bring expertise in psychology, HR, organizational design, leadership, culture and workforce strategy to that question.Their answers point toward a common idea: A mentally healthy workplace is not created by adding another program to the benefits portfolio. It is created by deliberately designing work so people can perform without continually sacrificing their psychological well-being.
expert panel
FMLA, ADA and workers’ comp cases rarely fail because of missing paperwork—they fail because of inconsistent decisions. Members of the Senior Executive HR Think Tank break down the documentation habits, from real-time manager notes to shared accommodation records, that help organizations reduce risk and demonstrate good-faith decision-making.Few areas of employment law create as much day-to-day complexity as the overlap between the Family and Medical Leave Act, the Americans with Disabilities Act and workers’ compensation. A single employee's medical situation can trigger all three at once, and each law allows a different level of medical detail, a different timeline and a different definition of what "reasonable" looks like. The ADA’s ongoing impact reflects the importance of ensuring employees with disabilities have access to workplace opportunities and appropriate accommodations. Getting the interplay wrong is one of the more expensive mistakes an employer can make.Members of the Senior Executive HR Think Tank, a curated group of HR leaders, advisors and consultants, emphasize that organizations best positioned to reduce legal exposure aren't the ones with the thickest files. They're the ones whose documentation tells a consistent, good-faith story from the first conversation to the last.Their advice ranges from understanding how the three laws interact before a policy is even written, to training managers to document their own commitments in real time, to sharing accommodation records directly with employees. Together, their insights form a practical framework for reducing exposure while creating more consistent employee experiences.
expert panel
Individual industries no longer set workplace standards. The best ideas, boldest experiments and hardest lessons now come from across sectors. Members of the Senior Executive HR Think Tank explore how cross-industry collaboration is advancing innovation in talent, wellbeing, inclusion, workplace design and AI governance, and why organizations that share what they know will shape what "good" looks like for everyone.No single company, sector or trade association holds the patent on a great workplace. Yet for decades, organizations have largely set their standards by looking inward, benchmarking against competitors, replicating familiar practices and measuring “good” against what is typical in their own field. That era is ending. The forces reshaping work today, including AI adoption, skills shortages, flexible work expectations, mental health demands and inclusion imperatives, do not stop at industry lines. The strongest responses are emerging from unexpected cross-sector conversations.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, are closely tracking this shift. Their perspectives reveal a consistent theme: the organizations poised to attract top talent, build durable cultures and lead on the thorniest workforce issues are those that look beyond their own sector for models, benchmarks and partners.The urgency is real. SHRM's 2026 Talent Trends Report, based on a survey of more than 2,000 HR professionals, found that organizations across industries are confronting persistent recruitment difficulties, widening skills gaps and shifting workforce expectations driven by technological and strategic change. These challenges are not confined to any one sector and no single industry has solved them on its own. The question is no longer whether cross-industry collaboration matters. It is if organizations will move fast enough to benefit from it.
expert panel
As AI accelerates the pace of work, leaders face a new challenge: preventing burnout without sacrificing productivity. Insights from members of the Senior Executive HR Think Tank reveal how intentional boundaries, clarity and smarter performance metrics can help organizations sustain both speed and well-being.Artificial intelligence is transforming how work gets done—but it is also quietly reshaping how work feels. What was once a conversation about efficiency is now a conversation about endurance. As AI tools compress timelines and raise expectations, many organizations are discovering that speed alone is not a sustainable strategy. Research from Workday suggests that organizations are increasingly looking beyond productivity gains alone and evaluating how AI impacts employee experience, long-term performance and workforce sustainability.Members of the Senior Executive HR Think Tank—a curated group of experienced human resources leaders—are at the forefront of this shift. Drawing from decades of experience across industries, they see a pattern emerging: burnout in AI-enabled environments is not caused by technology itself, but by how organizations respond to it.
Company details
Levata Human Performance
Company bio
At LEVATA Human Performance®, our integrated approach is built on four essential ingredients: the people who drive your mission, the work that needs structure and flow, the change you’re navigating, and the culture and systems that shape every experience. We partner with forward-thinking leaders to turn human potential into real-world impact, because when people thrive, transformation follows.