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
Job stability can provide more than a paycheck. Members of the Senior Executive HR Think Tank explain how employees can use secure roles to develop portable skills, expertise, relationships and career options before they need them.A stable job can create a false sense of permanence. Employees may have a dependable salary, established responsibilities and a clear place in the organization, yet none of that guarantees the role will exist indefinitely.That makes career development more than a retention strategy. It can also be a form of career risk management.The Senior Executive HR Think Tank offers a consistent message: Employees should use periods of stability to build capabilities that remain valuable even when their current positions do not.The need is becoming more pressing as the skills required to perform many jobs continue to change. The World Economic Forum's Future of Jobs Report 2025 finds that employers expect 39% of workers' core skills to change by 2030, while creative thinking, resilience, flexibility and agility remain among the skills expected to grow in importance.For employees, that means the best time to prepare for a career transition may be long before one becomes necessary.
expert panel
Customers increasingly expect companies to anticipate their needs and make interactions seamless. Members of the HR Think Tank explain how employers can apply those principles to the employee experience while preserving human connection, autonomy, trust and belonging.Consumers have become accustomed to experiences that anticipate their needs, remove unnecessary friction and adapt to individual preferences. That expectation is increasingly finding its way into the workplace, where employees encounter everything from personalized learning recommendations to flexible benefits and technology-enabled HR services.But applying customer experience principles to employees has an important limit: Employees are not simply consumers of an internal service. They are participants in an ongoing relationship with their organizations.That distinction is central to the advice from members of the Senior Executive HR Think Tank, a curated group of HR leaders, consultants and workplace experts. Their perspectives suggest that the best employee experiences borrow the principles of customer experience, such as clarity, responsiveness, personalization and ease, without adopting a transactional mindset.Deloitte's 2025 Global Human Capital Trends research supports that balance. The report found that 67% of leaders consider customizing work and workforce practices around employees' skills, motivations, passions and work styles important. Yet only 5% said their organizations were leading in using technology to hyper-personalize how they influence workers. Deloitte also emphasizes that personalization must be balanced with employee autonomy and responsible data practices.
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.
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.