Organizational Leadership and Consulting
Closing the Gap Between Leadership and the Frontline
Most organizations know their costs: turnover, disengagement, complaints, and stalled change. Few can see where those costs begin. Shani Fenderson assesses organizations at every level at once, from the executive suite to the frontline, and delivers the findings and training each level needs to act on them.
Her work draws on three decades of client-facing leadership, a BS in Organizational Leadership from the University of Oklahoma, and a parallel career as an artist, publicist, journalist, publisher, and author.
Mission
To build organizational cultures where leadership and employees are genuinely aligned, where every person at every level has the tools, the language, and the support to contribute to a functioning, healthy, high-performing organization.
Vision
To be the most honest voice in organizational consulting: the one that walks into a building, talks to everyone, listens to everyone, and tells the truth about what it finds.
Only 42% of frontline workers say their company's leaders understand their problems.
In the same survey of more than 5,600 executives, managers, and frontline workers, 71% said daily operational problems had made them consider leaving their jobs (Ewen, 2026). That disconnect is the gap Full Circle Consulting™ was built to close.
“[Shani] is the consummate professional and demonstrates the highest integrity. I highly recommend her.”
Areas of Expertise
Whole-Organization Assessment
Through Full Circle Consulting™, a multi-level diagnostic that treats frontline experience as primary evidence, not an afterthought.
Leadership and Workforce Training
A dual-audience training suite written separately for leaders and employees across six core topics.
Strategic Communication
Three decades of journalism, public relations, and broadcast work applied to how organizations deliver their message.
Publishing
Publisher with AuricYield™ and May House Press & Publications LLC™, and author of the Breaking the Broke Cycle series.
Guiding Principles
Separate the immediate issue from the larger problem before recommending anything.
A message has succeeded only when the audience understands it.
A solution is finished only when it holds up against the original problem.
About Shani
Shani M. Fenderson is a business consultant, author, and the founder and principal consultant of Full Circle Consulting™. She combines whole-organization assessment, strategic communication, and frontline insight to help organizations close the gap between leadership decisions and employee experience.
With more than three decades of client-facing leadership in corporate credit, residential care, customer operations, and public service, she brings a practitioner's understanding of how organizations work at every level. Her career began in 1994 on a retail shipping dock, where she was the only woman on the crew, and moved into a corporate credit office managing high-end and Fortune 500 accounts.
A frontline-first strategist, Shani builds frameworks that hold up under scrutiny. She helped write the program design and marketing plan that brought Shiru Residential Homes through stringent state and local licensing, and the owner continues to consult with her decades later. For nearly two decades, she has served on the advisory team of David J. Smith and Associates, a training and business consultancy, co-consulting on marketing, media relations, and women's buying trends. Today, as a Family Services Specialist II with the Oklahoma Department of Human Services, she mentors new staff and guides colleagues on policy.
Through May House Press & Publications LLC™, which she has led since 2005, Shani has supported publicity, sponsorship, and event marketing for entertainment and charity projects. These include the Urbain Management and Teen Vogue International Model Search Tour, the Aces Against AIDS campaign benefiting the Elton John AIDS Foundation, and Merci-Belle: The Look of LA, a fashion and music event benefiting children with autism. She has written bios and electronic press kits for actors and recording artists.
Shani has been a registered freelance journalist since 1995. As News Editor of Viewpoints, Riverside Community College's student newspaper, she won first place for an opinion story on music and second place for a news story in the Riverside County college journalism competition. She was also on the staff that earned the Associated Collegiate Press National Pacemaker Award in 2004. From 1998 to 2004, she founded and published SouthSyde Magazine and SouthSyde Soul.
She later founded AuricYield™, a financial literacy imprint whose flagship series, Breaking the Broke Cycle, helps readers build lasting financial stability. She holds a BS in Organizational Leadership from the University of Oklahoma and is a member of the Project Management Institute.
Full Circle Consulting™
Founder and Principal Consultant
Where Organizational Alignment Drives Enterprise Performance
Full Circle Consulting™ is an organizational leadership consulting and training firm built on one insight: sustainable performance requires assessment and development at every level of an organization, not just at the top.
Organizational dysfunction rarely stays where it starts. A miscommunication at the top, a policy that works against the people it was meant to serve, or a leadership style that creates fear instead of performance moves through every layer until it surfaces as turnover, disengagement, or crisis. Most consulting enters at the symptom and works downward. Full Circle™ enters at every level at once and works toward the root.
Full Circle Consulting™ was not built to be the largest organizational consulting firm. It was built to be the most honest one.
Shani M. Fenderson, Founder
EVERY LEVEL AT ONCE
Leadership effectiveness and employee experience are assessed as parallel, connected data streams.
FRONTLINE AS EVIDENCE
No engagement is complete until the frontline has been heard.
DUAL-AUDIENCE TRAINING
Leaders and employees receive training written in the language each actually uses.
HONEST ASSESSMENT
Findings tell an organization what it needs to know to change, not what it wants to hear.
MEASURED OUTCOMES
Every recommendation is paired with a baseline and a measure leadership can track, then reviewed against the original problem.
ALIGNMENT
Leadership that understands the ground, and a workforce that understands the goal.
The Engagement
- Phase 1Initial AssessmentOrganizational intake, leadership interviews, confidential employee one-on-ones, frontline surveys and focus groups, and culture observation.
- Phase 2Diagnostic ReportWritten findings with evidence-based recommendations, prioritized by urgency and impact.
- Phase 3Action PlanningA facilitated working session with leadership to build an executable response plan.
- Phase 4Implementation SupportOngoing support to carry out the plan, with each recommendation measured against its baseline at set review points.
Methodology, Values, and Services
Full Circle™'s difference is structural, not stylistic. Where conventional consulting diagnoses from the top and trains downward, Full Circle™ assesses from every direction at once and delivers differentiated tools to each audience, because leadership and employees are not the same audience.
The Gap in the Market
| What the Market Offers | What It Misses |
|---|---|
| Executive coaching and C-suite development | Change does not reach below the director level. |
| Large-scale workforce transformation | Employee experience is treated as an output, not a diagnostic input. |
| HR compliance and policy development | Compliance is not culture. Policies do not change how people behave. |
| Generic leadership training | One-size-fits-all content that does not reflect real environments. |
| Employee engagement surveys | Surveys diagnose sentiment but do not deliver the change that addresses it. |
Core Values
Whole-Organization Thinking
Every engagement considers every level. No consultation is complete until the frontline has been heard.
Honest Assessment
Organizations hear what they need to know to change, not what they want to hear.
Practical Utility
Every tool, packet, and framework is built to be used, not filed.
Mission Over Comfort
Built to serve organizations underserved by conventional consulting, including those whose employees rarely see a consultant.
Dual Fluency
Fluent in the language of executive performance and the language of frontline reality. Alignment requires both.
Safe to Speak
One-on-one conversations stay confidential. Group session results are shared openly as aggregate data, never tied to an individual, so people can tell the truth without fear of backlash.
Proprietary Training System Suite
Six core topics, each delivered in a Leadership Version and an Employee Version, thirteen documents in all. Available for licensing or facilitated delivery.
- Topic 1Communication and Conflict ResolutionAll industries
- Topic 2Team Dynamics and CollaborationAll industries
- Topic 3Performance ManagementAll industries
- Topic 4Employee Well-Being and Mental HealthAll industries
- Topic 5Client-Facing Conflict ResolutionRetail, healthcare, corporate, and nonprofit
- Topic 6Crisis, Tragedy, and Emergency ResponseLeadership, employee, and joint protocol versions
Sectors Served
Example in Practice
Turnover on the Frontline
An illustrative scenario showing how an engagement works. It is not based on a specific client.
- The Starting Point
- A mid-size organization is losing frontline staff. Leadership believes pay is the cause.
- Initial Assessment
- Employee one-on-ones surface two issues pay does not explain: schedules change with little notice, and information is lost between shifts. Managers report the same gaps, which never reached leadership because complaints stopped at the supervisor level.
- Diagnostic Report
- The root problem is how scheduling decisions and shift handoffs are communicated, not pay alone.
- Action Planning
- Leadership and staff agree on two-week schedule notice and a handoff checklist built by the people who use it. Each audience receives its own version of the findings.
- Implementation Support
- Turnover and missed handoffs are reviewed at 90 days. If either has not improved, the diagnosis is revisited.
Client Confidentiality and Agreements
Frontline honesty depends on trust. Full Circle Consulting™ protects it with three agreements, each written for a different audience, and with engagement forms that keep every participant anonymous.
Client Agreement and Confidentiality Terms
Signed by Full Circle Consulting™ and the client organization. It protects the client's internal information and Full Circle's methodology and training materials. Leadership agrees not to request the identity of any employee who takes part in a one-on-one.
One-on-One Confidentiality Statement
Given to each employee before a one-on-one. Full Circle commits to keeping the conversation confidential and reporting themes only, never names. The statement names its limits up front: threats to safety, abuse, or illegal activity may require reporting.
Group Session Guidelines
Reviewed at the start of each focus group or test group. Participants agree not to repeat what others share outside the session. Results are reported openly as aggregate data, never tied to an individual.
How Input Is Handled
| Setting | Confidentiality | How Results Are Reported |
|---|---|---|
| One-on-one conversations | Confidential | Themes only, never names |
| Focus groups and test groups | Open within the group | Aggregate statistics |
Group results are reported only for groups of five or more. Smaller departments are combined into a larger category so no individual can be identified.
Engagement Forms
Confidentiality is built into the working documents of every engagement, not added at the end.
Client Tracker
An offline workbook that records clients, interviews, and recommendations. Participants are logged by code, such as E-01 or L-01, never by name. Theme counts and 90-day review dates calculate automatically.
Diagnostic Report
Prepared solely for the client's leadership. It compares how often each theme came up among employees and leaders, uses paraphrased statements only, and traces the root cause from where a problem starts to where it surfaces.
Action Plan
Every recommendation is tied to a finding, assigned an owner, and reviewed at 90 days. Anything not resolved at review returns to the diagnosis before new actions are added.
Appendix: Sample Agreements and Forms
Each document below is filled in with a fictional client, Riverbend Regional Clinics, to show how the forms work in a real engagement. Employees appear only as participant codes, as they would in practice. Select a title to open it.
Appendix A Client Confidentiality Agreement Sample
Client Confidentiality Agreement
Confidentiality terms for a Full Circle™ whole-organization assessment
| Client organization | Riverbend Regional Clinics, LLC |
| Address | 1200 Example Avenue, Riverbend, OK 70000 |
| Authorized representative | Dana Whitfield, Director of People |
| Consultant | Full Circle Consulting™, represented by Shani M. Fenderson, Founder and Principal Consultant |
| Effective date | July 27, 2026 |
1. Purpose
Full Circle Consulting™ will assess the Client at every level, including leadership interviews, confidential employee one-on-ones, group sessions, and culture observation. This agreement protects the Client's information, the employees who take part, and Full Circle's methods and materials.
2. Client Information
- Used only to perform the engagement.
- Not shared outside the engagement without the Client's written permission.
- Stored securely, with access limited to people working on the engagement.
- Returned or destroyed within 30 days after the engagement ends.
3. Participant Confidentiality
- One-on-ones. The Client will not ask Full Circle to identify a participant or attribute any statement to a person.
- Aggregate reporting. Results are reported only for groups of five or more.
- Paraphrased statements. No detail points to a person, role, or shift.
- No retaliation. No action against any employee for taking part, declining, or anything said.
- Limits. Immediate safety threats, abuse, or legally reportable conduct are handled as the law requires.
4. Group Sessions
Focus groups, test groups, and surveys are open within the group and reported as aggregate statistics. Supervisors and leaders do not attend employee sessions.
5. Full Circle Materials
Full Circle's methodology, tools, templates, and training suite remain the property of Full Circle Consulting™. The Client may use final deliverables internally.
6 – 7. Records and Term
Participants are recorded by code only. Interview notes are destroyed 12 months after the engagement ends. Sections 2 and 5 continue for three years; participant confidentiality has no end date.
Signatures
| Client | Full Circle Consulting™ |
|---|---|
| Dana Whitfield (sample) | Shani M. Fenderson (sample) |
| Director of People | Founder and Principal Consultant |
| July 27, 2026 | July 27, 2026 |
Appendix B One-on-One Confidentiality Statement Sample
One-on-One Confidentiality Statement
Read or given to each employee before a one-on-one conversation
Why We Are Talking
Riverbend Regional Clinics has asked Full Circle Consulting™ to understand how work actually happens at every level. Your experience is part of that picture. There are no right or wrong answers.
What Stays Confidential
- What you say stays with Full Circle Consulting™.
- Your name is not recorded. You are recorded by a code only.
- Your organization has agreed in writing not to ask who said what.
How What You Share Is Used
Leadership sees themes and counts, such as “9 of 14 employees raised scheduling,” never who raised them.
The Limits
If you tell me someone is in immediate danger, describe abuse, or describe conduct the law requires me to report, I will act as the law requires and share only what is necessary.
Your Choices
- Taking part is voluntary.
- You can skip any question or stop at any time.
- No action will be taken against you for taking part, declining, or anything you say.
Consultant Record
| Participant code | E-03 |
| Date | August 13, 2026 |
| Statement reviewed with participant | Yes |
| Consultant initials | SMF |
Appendix C Group Session Guidelines Sample
Group Session Guidelines
Read aloud at the start of every focus group or test group
How This Session Works
- This is an open session. Everyone in the room will hear what you say.
- Results are reported as counts and themes, never tied to a name.
- Groups smaller than five are combined before reporting.
- Supervisors and leaders do not attend.
Ground Rules
- Respect. Let each person finish.
- Speak for yourself. Share your own experience.
- Keep it here. Do not repeat what others share outside this room.
- No recording.
Session Record
| Client ID | FCC-001 |
| Session type | Focus Group |
| Date | August 14, 2026 |
| Department or category | Front Desk and Billing (combined) |
| Participants | 8 |
| Five or more? | Yes |
| Guidelines read and agreed | Yes |
| Facilitator | Shani M. Fenderson |
Appendix D Diagnostic Report Sample
Organizational Diagnostic Report
Prepared for Riverbend Regional Clinics · Primary contact: Dana Whitfield, Director of People · Prepared by Shani M. Fenderson · September 10, 2026
1. Executive Summary
Front desk turnover reached 42% over twelve months. Leadership attributed it to below-market pay. The assessment found that last-minute schedule changes and lost information between shifts drive most departures. Two actions matter most: two-week schedule notice and a shift handoff checklist built by front desk staff.
- Schedules change with less than three days' notice.
- Handoff information is verbal and often lost.
- Concerns stopped at the supervisor level and never reached leadership.
2. Engagement Overview
| Organization | Riverbend Regional Clinics |
| Sector and size | Outpatient healthcare, 420 employees |
| Engagement start | July 27, 2026 |
| Report delivered | September 10, 2026 |
| Scope | Front desk, billing, and clinic leadership at three locations |
| Leadership interviews | 3 |
| Employee one-on-ones | 14 |
| Focus groups and test groups | 2 sessions; 16 participants |
| Frontline surveys | 61 responses; 68% response rate |
| Culture observation | August 4–8, 2026: shift changes and morning huddles |
3. The Presenting Problem
As described at intake: “We can't keep front desk staff past six months.” Leadership's stated cause: pay below the regional market.
4. What We Heard
| Theme | Employees | Leadership | What it means |
|---|---|---|---|
| Scheduling notice | 9 of 14 | 0 of 3 | A major frontline concern leadership does not see |
| Shift handoffs | 8 of 14 | 1 of 3 | Information loss is felt daily on the frontline |
| Pay and benefits | 5 of 14 | 3 of 3 | Real, but not the leading cause |
| Recognition | 4 of 14 | 0 of 3 | Secondary theme to watch |
Representative themes (paraphrased): “I find out next week's shift on Friday.” “Notes from the morning never make it to the afternoon.”
5. Root Cause
Scheduling decisions and shift handoffs are communicated too late and only verbally. The problem starts in scheduling practice, moves through missed handoffs, and surfaces as turnover and patient complaints.
6. Recommendations
| # | Recommendation | Owner | Start | 90-day review |
|---|---|---|---|---|
| 1 | Publish schedules two weeks in advance | Operations Manager | July 22, 2026 | October 20, 2026 |
| 2 | Introduce a shift handoff checklist | Front Desk Supervisors | September 10, 2026 | December 9, 2026 |
7. Recommended Training
| Topic | Audience | Delivery |
|---|---|---|
| Communication and Conflict Resolution | Leadership and employees | Facilitated |
Appendix E Action Plan Sample
Action Plan
| Organization | Riverbend Regional Clinics |
| Executive sponsor | Dana Whitfield, Director of People |
| Plan approved | September 17, 2026 |
| Review cadence | Monthly check-ins; 90-day review per item |
| # | Recommendation | Root cause addressed | Owner | Start | 90-day review | Status | Outcome |
|---|---|---|---|---|---|---|---|
| 1 | Two-week schedule notice | Late schedule changes | Operations Manager | July 22 | Oct 20 | In Progress | Pending |
| 2 | Shift handoff checklist | Lost handoff information | Front Desk Supervisors | Sept 10 | Dec 9 | Complete | Pending |
Review Log
| Review date | Attendees | What changed | Decisions | Next review |
|---|---|---|---|---|
| October 15, 2026 | Director of People, Operations Manager, Shani M. Fenderson | Schedules now posted 10 to 14 days ahead; two front desk resignations versus five in the prior quarter | Continue; begin handoff checklist audit | November 12, 2026 |
Appendix F Client Tracker Workbook Sample
Client Tracker Workbook
Offline Excel workbook. Participants are logged by code, never by name.
Interviews sheet (sample rows)
| Client ID | Type | Code | Department | Level | Themes raised |
|---|---|---|---|---|---|
| FCC-001 | Employee | E-01 | Front Desk | Frontline | Scheduling, Communication |
| FCC-001 | Employee | E-02 | Front Desk | Frontline | Communication, Tools |
| FCC-001 | Employee | E-03 | Billing | Frontline | Scheduling, Pay |
| FCC-001 | Leadership | L-01 | Executive | Leadership | Pay |
Group Sessions sheet (sample rows)
| Client ID | Session type | Category | Participants | Meets 5+ rule |
|---|---|---|---|---|
| FCC-001 | Focus Group | Front Desk and Billing | 8 | Yes |
| FCC-001 | Test Group | Billing | 4 | Combine with a larger group |
Recommendations sheet (sample rows)
| Client ID | Recommendation | Owner | Start | 90-day review | Status |
|---|---|---|---|---|---|
| FCC-001 | Two-week schedule notice | Operations Manager | July 22, 2026 | October 20, 2026 | In Progress |
| FCC-001 | Shift handoff checklist | Front Desk Supervisors | September 10, 2026 | December 9, 2026 | Complete |
Selected Work
Publicity, sponsorship, and event marketing delivered through May House Press & Publications LLC™, often as part of a larger team led by publicists Sabrina Jones and Patsy Perkins.
Social Media and Event Marketing
International Model Search Tour
Urbain Management and Teen Vogue
Brought in as social media marketer, then expanded the role to assist the director with branding, venue outreach, talent acquisition, and press promotion.
Public Relations
GBG Tour
From Television to Concert
Assisted publicist Sabrina Jones in securing venues and building publicity for sponsorships, talent, and radio as the project moved from a television concept to a concert tour.
Charity Event Promotion
Aces Against AIDS
Monte-Carlo Rolex Masters, 2011
Supported promotion for a campaign of events benefiting the Elton John AIDS Foundation, including a launch party, exhibition match, and gala.
Product Placement and Sponsorship
Merci-Belle: The Look of LA
Hollywood, 2011
Sourced product placement and gift bag items for a fashion and music event benefiting ACT Today! and its autism care and treatment programs.
Sponsorship and Event Support
The Queen Project
Tamia, Deborah Cox, and Kelly Price
Supported sponsorship outreach and event coordination for a reality series and tour, working with Celebrity Style Entertainment.
Writing and Media Kits
Bios, EPKs, and Press Releases
Actors, Recording Artists, and Businesses
Biographies, electronic press kits, press releases, fliers, and promotional photography for entertainers and small businesses.
Reviews
“Over the past 18 years, [Shani] has been a member of my advisory team and acted as co-consultant on several projects. Her strengths lie in marketing, media relations and buying trends as they relate to women.”
“[She] is the consummate professional and demonstrates the highest integrity. I highly recommend her.”
“When I started my business 22 years ago [Shani] was very instrumental in helping write my program design and marketing plan for my facilities. Her expertise and attention to detail helped me satisfy the stringent state and local guidelines to get my facilities licensed and open.”
“[She] is a consultant you can trust to maintain the utmost confidentiality and professionalism.”
Professional Experience
Three decades of client-facing leadership across public service, residential care, corporate credit, and customer operations.
Leadership and Mentorship Highlights
- Guide onboarding and peer support for new Family Services Specialists.
- Serve as a go-to policy resource for colleagues on SNAP, ABD, and childcare programs.
- Review documentation for accuracy and compliance as part of quality control.
- Act as point of contact during client escalations and supervisory absences.
- 2025 to Present
Full Circle Consulting™
Founder and Principal Consultant
- Built a whole-organization assessment model and a proprietary dual-audience training suite of six topics and thirteen documents.
- 2025 to Present
AuricYield™
Founder and Publisher
- Launched an independent financial literacy imprint and published Breaking the Broke Cycle in April 2026.
- 2023 to Present
Family Services Specialist II
Oklahoma Department of Human Services
- Provide eligibility assessments for SNAP, ABD, and childcare cases while maintaining a large caseload.
- Mentor new staff and support systems training and policy interpretation.
- Support case reviews and documentation corrections.
- 2022
Customer Care Associate
NTT DATA, BPO Customer Care
- Resolved 75 to 100 inbound policyholder and provider calls daily.
- 2017 to 2020
Merchandise Associate and Beauty Expert
Marshall's
- Mentored new hires and supported register and floor training.
- 2014 to 2018
Care Provider
Girling Home Health Care and At Home Health Care
- Delivered in-home elder care and consulted with vendors on ICD-10 readiness.
- 2005 to Present
May House Press & Publications LLC™
Owner and Publisher
- Publishing, publicity, and event marketing company. Supported the Urbain Management and Teen Vogue International Model Search Tour, Aces Against AIDS, and Merci-Belle: The Look of LA.
- Writes bios, electronic press kits, and press releases for actors, recording artists, and small businesses.
- 2003 to Present
David J. Smith and Associates
Advisory Team Member and Co-Consultant
- Co-consults on marketing, media relations, and buying trends among women for a training and business consultancy.
- 2001 to 2004
Facility Manager
Shiru Residential Homes
- Helped write the program design and marketing plan that brought the facilities through state and local licensing.
- Directed daily operations of a licensed residential care facility in compliance with Inland Regional Center and California licensing standards.
- Supervised and evaluated care staff, built training plans, and created emergency response protocols.
- Coordinated individualized support plans with therapists, caseworkers, and healthcare providers.
- 2001 to 2004
News Editor
Viewpoints, Riverside Community College
- Won first place for an opinion story on music and second place for a news story, Riverside County college journalism competition, 2002.
- Staff member when the paper earned the Associated Collegiate Press National Pacemaker Award in 2004.
- 1999 to 2001
Customer Service Representative
Time Warner Cable
- Handled inbound service and sales calls.
- 1998 to 2004
SouthSyde Magazine and SouthSyde Soul
Founder and Publisher
- Founded and published two magazines.
- 1995 to Present
Registered Freelance Journalist
Texas
- Award-winning journalist for music and opinion stories. Broadcast, publicity, and publishing work appear under Media and Creative.
- 1994 to 2002
Customer Service Professional
Stage Stores, Inc.
- Advanced from the shipping department to the customer service credit office, managing high-end and Fortune 500 accounts.
Education
Bachelor of Science, 2026
Organizational Leadership
University of Oklahoma, College of Professional and Continuing Studies
Interdisciplinary Studies program with an emphasis in Organizational Leadership. Dean's List, Fall 2025 and Spring 2026.
Next
- Master's in Organizational Leadership, University of Oklahoma
Additional Study
- University of Phoenix. Marketing with an emphasis in business management
- Kaplan University. Business with an emphasis in marketing
- The Art Institute of Philadelphia. Graphic design
- Riverside Community College. Dual degree in journalism and business; News Editor, Viewpoints
Program Highlights
Strategic Communication
Communication as a leadership function, measured by whether the audience understands, not whether the message was sent.
Problem-Solving and Decision-Making
Structured problem definition, recognizing cognitive bias, and evaluating whether a solution worked.
Measuring Human Performance
Evaluating individual and organizational performance with evidence leadership can act on.
Digital Literacy and Data Analysis
Using digital information and data responsibly, checked for bias and relevance before it drives a decision.
AuricYield Publishing™
Founder and Publisher
AuricYield Publishing™ is an independent imprint for financial literacy books written in plain, non-judgmental language for readers who have been talked over by traditional financial advice.
The flagship Breaking the Broke Cycle series connects money to the patterns behind it: poverty trauma, relationships, business ownership, and long-term stability. The books assume no financial background and are written for adult readers at every stage, including those without a college degree.
Published April 2026
Breaking the Broke Cycle
Healing Poverty Trauma While Building Financial Stability. Available on Amazon.
ISBN 979-8259025691
The Breaking the Broke Cycle Series
Seven books and a companion line, each built around one stage of building lasting financial stability.
Book 1, Published
Breaking the Broke Cycle
Healing Poverty Trauma While Building Financial Stability
From a low credit score to financial freedom: understanding money triggers, rebuilding credit, and building wealth that lasts.
Book 2, Forthcoming
Staying the Course
The Companion Volume to Breaking the Broke Cycle
Maintaining financial growth through setbacks, temptation, and the moments when it feels like it will never be enough.
Book 3, Forthcoming
From Employee to Owner
Building a Business When You Have No Business Background
Turning a hustle into a legal, profitable, lasting business.
Book 4, Forthcoming
Love & Money
How to Merge Finances, Talk to Family About Money, and Protect Yourself Financially in Love
Money inside relationships, partnerships, and families.
Still to Come
Book 5
Raising Financially Literate Children
Passing financial skills to the next generation.
Book 6
Credit to Ownership
From building credit to owning a home.
Book 7
Mental Health and Money
How financial stress and wellbeing connect.
Companion Series
Surviving the System
Eight books on the structural barriers that keep people from financial stability.
Guided Journal
Her Wealth
A 365-day guided journal on wealth building for women.
Media & Creative Work
Writing for an audience, pitching a story, and designing a message all build the same capability an organization needs from its leaders: making complex ideas clear to the people who need them.
Journalism
Award-Winning Journalist
Award-winning journalist for music and opinion stories. Former News Editor of Viewpoints, Riverside Community College, and a member of its 2004 Pacemaker Award staff. Registered freelance journalist in Texas since 1995.
Public Relations
Publicist
Public relations for A-list through D-list celebrities, small businesses, and artists, including press releases, campaigns, and social media promotion.
Publishing
Publisher and Author
Publisher with May House Press & Publications LLC™ since 2005 and AuricYield™. Author of You Are the Product (2016) and Breaking the Broke Cycle (2026). Founded and published SouthSyde Magazine and SouthSyde Soul from 1998 to 2004.
Broadcast
Radio Host and Voice Talent
Radio host, vlogger, blogger, and voiceover talent for commercials and radio.
Lucille, original digital art
Art and Design
Artist and Graphic Designer
Graphic design for print media, original artwork, and jewelry design.
Digital Publishing
Contributing Writer and Blogger
Published through the Yahoo! Contributor Network from 2004 to 2013 and contributed to the Yahoo! US Shine blog.
Businesses
Companies
- HG Development Group, LLC™
- May House Press & Publications LLC™
- Urban Argonauts, LLC™
- AuricYield™
- Full Circle Consulting™
Credentials and Skills
Professional Memberships
- Project Management Institute (PMI)
- BMI
- ASCAP
- National Notary Association
- American Society of Notaries
Certifications
- Notary Public, Texas
- Notary Public, Oklahoma
- CPR, AED, and First Aid, National CPR Foundation, 2025 to 2027
Honors and Awards
Academic
- Dean's List, University of Oklahoma, Fall 2025 and Spring 2026
Individual Journalism Awards
Riverside County College Journalism Competition, 2002
- First Place, Opinion Story (music coverage)
- Second Place, News Story
Viewpoints Staff Awards
News Editor, Riverside Community College
- Associated Collegiate Press National Pacemaker Award, 2004
- Associated Collegiate Press College Newspaper of the Year, second place nationally among community colleges, 2004
- Los Angeles Times College Newspaper Overall Excellence, second place, 2004
- Society of Professional Journalists, Excellence in Student Journalism, second place, Best Newspaper, 2004
Certified Training
Coaching Practices for Managers, Public Relations, Project Management, Content Marketing Strategy, Brand Management, Sales Training, Market Research and Consumer Behavior, Personal and Business Branding, and CRM for Real Estate.
Skills
Leadership and People
Training and mentorship, coaching, policy interpretation, quality review, staff evaluation, escalation management
Communication and Media
Public speaking, journalism, press releases, public relations, social media promotion, voiceover
Design and Creative
Graphic design, print media, artwork, jewelry design
Operations
Compliance documentation, case management, CRM systems, call management, notary services
Vision and Goals
The long view is a consulting practice that scales deliberately, keeps the honesty it was built on, and reaches the organizations that need this work most.
- EducationMaster's in Organizational LeadershipContinue at the University of Oklahoma and deepen the research behind organizational assessment.
- ConsultingEstablish Full Circle™ Regionally, Then NationallyLead every engagement with empathy, policy clarity, and the mentoring and community-centered approach built on the frontline. Build documented results, then bring the model and training suite to a national market.
- CredentialsProject Management CertificationBuild on PMI membership and certification coursework toward professional certification, supported by mentors and continued conversations with employees across roles and industries.
The Long-Term Horizon
A certification program that trains consultants in the Full Circle™ methodology. A public version of the training suite for employees and leaders working without institutional support. And sustained presence in rural organizations, community nonprofits, and public sector agencies that conventional consulting has historically left out.
References
Ewen, L. (2026, May 28). The disconnect between front-line workers and leadership is growing, report says. HR Dive. https://www.hrdive.com/news/the-disconnect-between-front-line-workers-and-leadership-is-growing/821336/
Glossary: Types of Leaders
Leadership style shapes what the frontline experiences every day. A Full Circle™ assessment identifies which styles are at work in an organization and how each one reaches employees. Most leaders use more than one, and the strongest shift style to fit the situation.
Adaptive
Mobilizes people to face challenges that have no ready answer, helping them adjust habits and assumptions rather than waiting for a fix from the top (Heifetz, 1994).
Frontline experience Invited into the problem-solving instead of handed a solution.
Watch for Can feel unsettling without clear checkpoints.
Affiliative
Puts people and relationships first, building harmony and trust within the team (Goleman, 2000).
Frontline experience Feels valued and connected; morale rises.
Watch for Poor performance may go unaddressed.
Authentic
Leads from self-awareness, clear values, and transparency (George, 2003).
Frontline experience Knows where they stand, which builds trust.
Watch for Stated values must match consistent action.
Autocratic
Makes decisions alone and expects compliance. Also called authoritarian or coercive (Goleman, 2000; Lewin et al., 1939).
Frontline experience Clear direction in a crisis, with little voice.
Watch for Used daily, it produces fear, silence, and turnover.
Bureaucratic
Leads through rules, procedures, and a defined chain of command (Weber, 1947).
Frontline experience Consistency and fairness in regulated settings.
Watch for Policy can outrank people, and change comes slowly.
Coaching
Develops people's long-term strengths through feedback and stretch assignments (Goleman, 2000).
Frontline experience Growth, regular feedback, and a path forward.
Watch for Takes time and depends on the employee wanting to develop.
Democratic
Shares decisions and seeks input before acting. Also called participative (Goleman, 2000; Lewin et al., 1939).
Frontline experience Feels heard, which builds buy-in.
Watch for Slow when a decision is urgent.
Laissez-Faire
Hands decisions to the team and stays largely uninvolved. Also called delegative (Lewin et al., 1939).
Frontline experience Autonomy for experienced, self-directed teams.
Watch for Confusion and little support for everyone else.
Pacesetting
Sets high standards and leads by example, expecting others to keep pace (Goleman, 2000).
Frontline experience Works with skilled, motivated teams.
Watch for Burnout, and a sense of never measuring up.
Servant
Puts the growth and well-being of others first and removes barriers to their work (Greenleaf, 1977).
Frontline experience Supported, with obstacles cleared.
Watch for Needs boundaries so the leader is not overextended.
Situational
Shifts between directing and supporting based on each person's competence and commitment (Hersey & Blanchard, 1969).
Frontline experience Gets the level of support the task requires.
Watch for Depends on reading each person accurately.
Transactional
Sets clear expectations and exchanges rewards or consequences for performance (Bass, 1985; Burns, 1978).
Frontline experience Knows exactly what is expected.
Watch for Little motivation to go beyond the minimum.
Transformational
Inspires people beyond self-interest through vision, intellectual challenge, and individual attention (Bass, 1985; Burns, 1978).
Frontline experience Connected to purpose and motivated to grow.
Watch for Vision without follow-through loses trust.
Visionary
Mobilizes people toward a shared direction while leaving room for how to get there. Goleman calls this authoritative (Goleman, 2000).
Frontline experience Understands where the organization is going and why.
Watch for Loses credibility if the leader is out of touch with daily work.
References
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Burns, J. M. (1978). Leadership. Harper & Row.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. Jossey-Bass.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Heifetz, R. A. (1994). Leadership without easy answers. Belknap Press of Harvard University Press.
Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34.
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates.” The Journal of Social Psychology, 10(2), 271–299.
Weber, M. (1947). The theory of social and economic organization (A. M. Henderson & T. Parsons, Trans.). Free Press.