Professional summary

Judith M. Bardwick, Ph.D., is a highly regarded writer, speaker and management consultant specializing in the psychology of the corporate environment. For more than two decades, she has combined cutting edge-psychological research with practical business applications to optimize organizational performance, change organizational views and values, and help managers achieve financial and personal success.

Dr. Bardwick is the author of one of the top 25 bestselling business books of the last decade, Danger in the Comfort Zone (AMACOM Books; 1995). Her other books include The Plateauing Trap, In Praise of Good Business, and Psychology of Women. In addition, she has published scores of journal articles, papers, and book chapters on an array of

Engagement overview

Interviews with the client and others close to him or her are conducted and used as a starting point to create rapport and identify a consensus regarding areas of need and strengths.  The focus is on emotions and behaviors especially in the present. A considerable amount of teaching takes place which informs and provides emotional support during the therapeutic exploration.


• 3M Corporation
• Anderson Consulting
• Anheuser Busch
• AT&T
• Babcock & Wilcox
• Baltimore Gas & Electric
• Bell Atlantic
• Bell Canada
• Bellcore
• BellSouth
• Canadian Occidental Petroleum
• Carolina Power & Light
• Champion International
• Champion Paper
• Conrail
• CSC Index
• Dayton Power and Light
• Dover Elevator Company
• DuPont
• Dow Chemical USA
• Eastman Kodak
• Eli Lilly and Company
• Entergy
• Ford Motor Corp
• GenCorp
• General American Life Insurance
• General Foods
• Government of Alberta, British Columbia, Ontario, City of Toronto, Saskatchewan
• Harris Corporation
• Henry Stewart Talks
• Hewlett-Packard
• IBM - US, Canada
• Linkage
• Lyondell Petrochemical Company
• Mentors Guild
• Merck
• Monroe Energy, LLC
• Motorola
• Natwest Bank
• New York Telephone
• Norfolk and Southern Rail
• Nissan Motor Corporation
• Northwest Air Lines
• Northwest National Life Insurance Company
• Pacific Bell
• Pacific Gas & Electric
• Philip Morris
• Phillips Petroleum Company
• P.O.S.T.
• Right Associates
• Schering-Plough Corporation
• Spar Aerospace, Ltd.
• State Farm Insurance Company
• Sun Life Insurance Co., Canada
• Talent+Plus
• Toronto Dominion Bank
• United States Department of Labor
• United States Postal Service
• United States Treasury- IRS
• US Steel
• Warner Lambert
• Westinghouse Nuclear Fuels Division
• WPI School of Business
• Xerox


Trust is critical for effective leadership.

In an organization, where there is mutual trust, an immense amount of psychological energy can be brought to the organization's mission. If that happens, employees are said to be "actively engaged". It is the condition in which the mission, the organization, and the relationship have the very best chance of flourishing.

When level of mutual trust d... Read more

Every business owner or HR department is responsible for building programs and policies that are designed to let employees know they are a valuable member of the team. Employee appreciation programs run the range of celebrating workplace anniversaries, group recognition, and one-on-one engagement.

However, what most business owners want to know, is how important employee appreciation is in ter... Read more

Ask yourself a simple question. Which organization will hit or exceed its financial results. One where an employee feels:

• no one cares about what happens to me. I hate coming to work. Or,
• we’re a really strong team, with everyone pulling together. This is a great place to be.

You guessed it right. A lot of research points to the second option.

Employee's behavior is more infor... Read more

All of the advice you've already received from members on Mentors Guild has been excellent. I'm going to add an additional idea.

First, is there a major change in the kind of responsibilities between your current position and the next? That could involve different knowledge; or it could involve larger management or leadership roles. Do you have these additional skills?

The problem begins ... Read more


My hunch is that there are two things operating here and as they combine, the result feels like chaos in which no one has personal control over anything. The first relevant fact is you have come from a large organization to a small one. The problem in large organizations, especially if they are successful, is they have too many people because they feel they can afford to carry even less product... Read more

While some of my peers believe age shouldn't be a factor, alas, it is.

Experienced people who have been at the company for many years, can feel cheated or worse when there's a new boss and that person is a) relatively speaking, a kid, and b) has no experience in the company.

Putting a younger person above a productive older employee can be felt as a loss of a promotion and the end of hope for fu... Read more

Not getting along with your boss is a catastrophe but so is losing your job.

The problem in creating an answer for you is there are many reasons why people don't get along and it's your job to find out quite specifically what you do that is irritating your boss. You must also try to figure out what your boss does that irks you.

If you're lucky, and real communication is possible, you will di... Read more

Many years ago my best friend and I were in a standing poker game which met every Wednesday night. All the players were professors at The University of Michigan so at first the banter and ribbing was fast and really funny.

But after a few weeks, two people from the English department quickly took over the conversation. Their banter was not funny; it was personal, mean and cruel. But the other ... Read more

It's important to recognize that, individuals and organizations in competitive societies, are COMPETITIVE! No surprise that it is difficult to create collaboration, without the interference from competitiveness.

Hence, individuals need specific responsibility and be recognized as contributors to the team's goals and the team has to be applauded for contributing to the organization's goals. It'... Read more

I think you need to get some background about the new owners. Have they ordered large layoffs even though their business was profitable? Do they view employees essentially as costs (to be cut) or as core assets? If their behavior demonstrated that they see people as a core asset rather than as a cost, the owners must make that very clear to employees, i.e. Skilled, productive, innovative employe... Read more

Historically, executive coaching embraced quantitative data about the person who would be coached from a sample of people she worked with, for, or who supervised that person. That measure came to be called "a 360" because the views of 5 to 10 other people expressed as answers to a standardized questionnaire was seen as providing a global assessment, with the additional advantage of a quantitative... Read more


Everyone of us has any number of biases for the simple reason that we are more comfortable interacting with some people than with others. People consciously and unconsciously differentiate between people, and this is an automatic response by our brains to efficiently differentiate between people or situations without having to analyze them slowly and fully.

Unfortunately, the focus on the di... Read more

When anyone feels demeaned, ignored or discredited, the first response is usually ANGER. That's why the first rule is Hold your fire! Check first.

1. Were insulting remarks made... by and to whom? And if there were, what was the speaker's intent? Were the remarks intentional? Are there grievances involved? Is misinterpretation possible? Male humor, for example, is typically barbed digs the v... Read more


Everyone above has given thoughtful answers to solving the problem of negative gossip...emphasizing open communication, participatory discussions, respect for the divergent opinions and focused problem solving. These are all appropriate solutions to circumstances which would benefit from a rational approach.

However, gossip is NOT rational.

It is anonymous, frequently vicious and behind peop... Read more


In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People Judith Bardwick really dishes it out in this ... Read more

Danger in the Comfort Zone: From Boardroom to Mailroom -- How to Break the Entitlement Habit That's Killing American Business

The Plateauing Trap [Judith M. Bardwick]

The Plateauing Trap: How to Avoid It in Your Career...and Your Life. A distinguished psychologist addresses the growing problem of plateau... Read more

Psychology of Women: A Study of Bio-Cultural Conflicts [Judith M. Bardwick] on *FREE* shipping on qualifying offers.

In Transition - How Feminism, Sexual Liberation and the Search for Self-Fulfillment Have Altered America

Some of my very favorite examples of what to do come from examples of the what not to do. When I was an undergraduate, I returned home for t... Read more

Continuing my interview with the famous literary critic, Robert Morris, here are my responses to his questions regarding (1) How to make emp... Read more

I'm not on anyone's list to receive emails or blogs or even solicitations for money from extremely right wing, politically conservative orga... Read more

The great literary critic, Robert Morris, asked me some very interesting questions. Here is my answer to the following question. Morris: In ... Read more

The majority of middle managers believe their job is to hit the numbers. But far fewer are comfortable with the idea that their job is to hi... Read more

Ever since Bernie Madoff ceased being the Philanthropic Saint and became Bernie Made-off-With-My-Money, I've been thinking about why so many... Read more

The bad news keeps raining down, drowning us in unrelenting pessimism. In this, the winter of many discontents we have not seen the sun for ... Read more

One Foot Out the Door: How to Combat the Psychological Recession That's Alienating Employees and Hurting American Business - Kindle edition ... Read more

Psychologist and consultant Judith Bardwick discusses employee confidence and how learning leaders can instill it in their employees.

Judith M. Bardwick, Ph. D., is a highly regarded writer, Speaker, and management consultant. She has worked with IBM, Hewlett-Packard, and 3... Read more

Judith M. Bardwick, Ph. D., is a highly regarded writer, Speaker, and management consultant. She has worked with IBM, Hewlett-Packard, and 3... Read more

Companies lose a lot of money as long as their employees are not committed to the organization and engaged in their work. Which makes more m... Read more


As always, Judy Bardwick has zeroed in on compelling problems, offering sensible and sensitive resolutions.

Peter Bidstrup, Former CEO Doubletree Hotels and MetHotels

Judy is genius! Wisdom, insight, and terrific research that is highly impactful!

Brad Black, President and CEO HUMANeX Ventures

Her insights ring true and are tremendously reassuring to those of us facing intense and/or very different competition for the first time.

Eroll B. Davis, Jr., Former President and CEO Alliant

I'm thankful to have gotten to know Judith. She has been helpful to me and many other leaders. She has provided thought-provoking dialogue on our leadership potential and executing on it.

Joesph Eng, Experienced Transformation Executive

Judy Bardwick is one the great management thinkers of our time.

Marshall Goldsmith, World-Famous Author and Executive Coach