Every decision has someone making the call and someone living with it. We work with both, from the same research.
Decision clarity and career coaching with our coaches, starting with a free read on what's really driving your choice.
Research-backed design for decisions that reach people who didn't make them: AI adoption, return to office, reorgs.
Everything we offer is built on what we measure. Our instruments read the same decision from both sides, then check back to learn what actually happened.
Three instruments read a decision from each side: one for the person deciding, two for organizations.
Weeks later, we ask what actually happened. Most assessments stop at the results screen. Ours checks whether the read held up.
Findings go out as Field Notes, and into a national benchmark as the data grows.
The same research shapes every coaching session and organization engagement, and each one sharpens it.
Index responses are anonymous and reported only in aggregate.
The reasons behind a decision, from the Decision Motive Read. None is good or bad by itself. The checks are conditions that can bend any decision, whatever is driving it.
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The Read shows which of these are driving your decision, and what to check first.
Take the ReadThe decision is already made. LAND designs what happens next, from the first sentence a manager says to what people believe two weeks later.
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Two composite cases, each drawn from several real engagements.
Northstar Health had decided to build AI tools into everyday work to free up time for patient-facing care. The first rollout plan led with efficiency targets, and staff were already reading it as a headcount decision.
“What we got back wasn’t a comms plan. It was a designed moment, and a method I’m still using.”
Case studies are composites drawn from several real engagements. Names, details, and quotes have been changed to protect client confidentiality.
A return-to-office mandate is one decision in the boardroom and hundreds of private ones across the company: adjust and stay, push for the next role, or start looking.
Leaders rarely see those second decisions until people resign. Professionals rarely see the first one clearly enough to respond well.
We study both, so what we learn on one side improves the work on the other.
Each one reads a decision from a specific seat. Together they show the distance between what was intended and what was lived.
Twenty-nine short statements and one ranking show which of seven reasons are driving a decision, and which of four checks to run before committing.
A short diagnostic that scores a made-but-unannounced decision across the five phases of The LAND Method, and names the phase most likely to lose people.
Employees and leaders answer parallel questions about the same decisions. The distance between them is the Gap Score, reported overall and across five constructs.
Index responses are anonymous. Findings are reported only as group data, never as individual answers.
Private reports need at least 25 employee and 10 leader responses. National figures wait for 300 employees and 150 leaders.
Our instruments support reflection and better decisions. They don't diagnose people, and every result says so.
Follow-up check-ins ask what actually happened, so we can learn whether a read tends to hold up.
Each phase produces something your team keeps. Pick a phase to see what happens in it.
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The Transparency Gap runs beneath every phase: the distance between what leadership is willing to share and what people need in order to trust the decision.
Most organizations start with the free Landing Score or a workshop, then bring us one decision.
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Want the Decision Experience Index run inside your organization? See research partnerships.
Composite cases, each drawn from several real engagements.
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Case studies are composites drawn from several real engagements. Names, details, and quotes have been changed to protect client confidentiality.
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Knowing which one you're really asking changes everything. The Read helps you name it. Coaching helps you decide what to do about it.
The Decision Motive Read shows the reasons behind your career decisions, from protection, duty and image to reward and fit. In about six minutes, you'll see what's really steering your choice before you commit to it.
Developed at Illuminate Institute, where we study how career and workplace decisions get made, and how they land with the people who live with them.
Every engagement begins here, because a plan built on the wrong why will take you somewhere you never meant to go.
What you'll get
Already have your results? Bring them to a free clarity call and we'll unpack what they mean for your next move. Book your call →
From your why, to your plan, to your next move.
Free, about six minutes. See what's really driving your decision.
In 30 minutes, we take a first look at your top reasons, talk through where you feel stuck, and see whether coaching is the right fit. No pressure.
Book your call →One focused session or a short series, depending on how big the question is.
Every session ends with concrete next steps, so you know exactly what to do next.
Every package starts with a free clarity call, so you'll know it's a fit before you commit.
$197
One focused deep dive for a single decision you need to make now.
Most popular
$397
$597
Year-End Clarity Special · through December 31
$597
Start the year with a plan you'll follow through on
A short series to find your direction and build a plan you'll follow through on.
Starting at
$1,197
Ongoing support for professionals actively changing roles or careers.
Starting your career and figuring out your first big moves? Special pricing is available for students and interns.
Whoever you work with starts from the same research, the same tools and the same standard.
Your coach helps you name what's really driving your decision, test your options against what you value, and turn it into a plan you'll follow through on.
Alycia D. GriffinFounder · Lead Coach
A decision without a whyis a guess.
A decision without a planis a wish.
A decision without actionis just a thought.
Three clients, three different questions.
“I was ready to leave. I had convinced myself the role just wasn’t working anymore. What I realized during the session was that I didn’t actually want to leave the organization. I wanted my role to look different. We worked through what was draining me, what I still valued, and what would need to change for staying to make sense. I left knowing exactly what I needed to ask for and what I wasn’t willing to keep accepting.”
“I knew I wanted to move up, but if you had asked me why I was ready, my answer probably would have been that I work hard and get results. The session pushed me to think differently about what the next level actually requires. We looked at where I was already operating at that level, where I had gaps, and what I needed to be more intentional about. I walked away with a much clearer plan for how to position myself and a better way to talk with my leader about what’s next.”
“I knew I was ready for something different, but I didn’t want to leave a good role just because I was frustrated. The session made me slow down and get really specific about what I was moving toward, not just what I wanted to get away from. We worked through what I wanted more of, what I didn’t want to repeat, and what needed to be true for my next move to actually be a better one. I left with criteria for my search and a plan instead of just starting to apply.”
Have a question that isn't covered here? Reach us at info@illuminateinstitute.com.
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Almost every decision that shapes a workplace is made without anyone asking how it will land.
Our roots are in the classroom and in HR, leading people functions across B2B SaaS, hospitality, fitness and global brands in the US, Europe and Asia. We've led through reorgs, relocations and decisions we watched land well and land badly, sometimes from the room making the call and sometimes from the seat receiving it.
That dual vantage point is why Illuminate works on both sides. The organizational side became The LAND Method, built after watching sound decisions repeatedly get heard instead of experienced. The individual side came from a simpler observation: most people already know what they should do. What they're missing is clarity on what's actually driving them.
A decision that isn't worked through leaves an aftermath, whether it reaches one person or a thousand. Preventing it takes different tools: a private conversation for the first, a designed experience for the second.
Leaders answer on what they intended. Employees answer on what they experienced. The gap is the finding.
Take the IndexFrom an alternative high school classroom to a director's office in Beijing, Alycia's career has been driven by one question: what helps people truly thrive?
She began at an alternative high school for students who were court-ordered to attend, where she learned that real growth starts with being seen. She went on to become a certified K–12 teacher, leading classrooms in Dallas, California, and Kansas, and later earned her certification in life and career coaching.
Then she went global. In the Republic of Georgia, she helped support the country's developing education system before moving to Beijing, where she spent two years as Director of English Language Learning for Disney English. There, her curiosity expanded beyond how people learn to why people engage, connect, and choose to stay. She became fascinated by the psychology behind the customer experience and how those same insights could transform the experience people have at work.
That curiosity led her to Hult International Business School, where she earned her MBA while based in Dubai and completed a practicum with Johnson & Johnson in New York. Back in the U.S., she brought that perspective into organizations across education, hospitality, fitness, and technology, building expertise in learning and development, engagement, culture, and the broader team member experience.
Today, Alycia brings together the perspective of an educator, coach, global leader, and people and culture practitioner. She understands work from multiple angles: the classroom, the global stage, the corporate world, and the deeply personal experience of figuring out what comes next.
She brings all of it to her clients, helping them understand what makes them thrive, get clear on what they want from their work, and decide with confidence whether it's time to stay, grow, or go.
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Education
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Training & Development
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Learning & Development
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Leadership Development
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Engagement & Culture
Not therapy or life coaching. Not change-management communications. Not an engagement survey. We work on career and workplace decisions, nothing broader.
Our team remembers a return-to-office policy that finally broke something open. Leadership hadn't thought through what it meant for someone's childcare, their commute, the life they'd quietly rebuilt around working from home. Employees said exactly that in the engagement survey — specific and plainspoken, someone naming the exact pickup time they'd no longer be able to make. It was read and set aside anyway. Not out of malice. Just distance, and a decision that had already been made before anyone asked how it would land.
Between us we've spent decades in HR — learning and development, leadership development, engagement, people experience — and that moment was the clearest version of something we'd been watching for years. The further into our careers we got, the more of it we saw, and the more disheartened we became. We wanted to be something specific: a protector of the people on the other side of decisions like that one, and of what they'd actually experience once it reached them.
We recognized that same silence a few months later, in a coaching session, from a client instead of a survey. She was a quiet standout on a small team, and she told her coach she could see exactly how the company could serve its customers better — she just didn't know how to raise it, or who to raise it with, and didn't think she was in a position to do either. It was the same gap, at a much smaller scale: something true, sitting unsaid, because no one had made it feel safe enough to say. They spent their time together on one thing: being brave enough to advocate for herself. She did. A year later she reached out to say raising what she'd seen had led to her leading her own team.
A life and a career are really just the sum of the decisions that built them. That return-to-office memo and every advocacy conversation we've supported since are the same lesson, at two different scales: a decision only matters if someone actually asked what it would cost the people living inside it. That's the whole premise of Illuminate — helping a person find the choice that's actually theirs, and helping an organization design the experience their people deserve to have around the decisions made on their behalf.
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Want this run on a real decision? A Landing Read is a written read on one decision, delivered in about a week. See services.
Two versions measure the same decisions from opposite sides, scored across five constructs: Connected Layers, Designed Communication, Human Risk & Loss, Life After the Decision, and Trust in the Process.
All responses are anonymous and reported only as aggregated group data. Eleven core items plus an overall rating, about 5–7 minutes.
This survey is for people who have experienced organizational decision-making firsthand in the past year. We appreciate your interest in the Index.
This lets us compare results across industries and organization sizes.
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Thank you for contributing to the 2026 Decision Experience Index. Findings will be published here once the study closes.
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Enter your organization's name or code exactly as your respondents entered it.
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National figures draw on all respondents recorded so far ({{ dei.ad.natCount }}). The published standard requires 300 employee and 150 leader responses before a national aggregate is reported.
Private benchmarks require 25 employee and 10 leader responses. This preview reflects responses collected in this browser only until a shared database is connected.
We run both versions inside your organization, with employees and leaders answering the same eleven core questions about the same decisions, and report your Gap Score with a leadership read-out.
Private reports require at least 25 employee and 10 leader responses. Reporting is aggregate only. National comparisons begin once the 2026 baseline meets its published thresholds.
