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How Mike Moore and Robin Temple Have Built a Lasting Partnership—and Now Help Others Navigate Their Relationships

The Chicago Journal Staff on June 2, 2025

By: Jasmine Fisher

“You can be in these places where you’re just at each other and you can’t get through it—and with just some simple structures, you can often turn that around,” said Mike Moore on Last First Date Radio.

That realization didn’t come easily. Before co-founding Couples.Solutions, Mike Moore and Robin Temple were two people learning to blend their lives and families. What started with hope gradually led to friction—from parenting differences to clashing lifestyles. But instead of walking away, they chose to explore a more challenging path: learning how to engage in a relationship constructively.

From Divorce to Discovery

Both Robin and Mike had been married before. Their previous marriages ended in difficulty, and they were motivated to avoid repeating similar patterns.

“I certainly, like many people, had questions about how that came to be and had limited self-awareness about my part in the breakdown,” Robin admitted. That curiosity led her back to school to study marriage and family therapy. However, academic knowledge alone didn’t provide all the answers.

“I just knew that what I was getting in school wasn’t giving me the insights I was looking for,” she said. “So I pursued three eight-day training sessions, totaling 24 days.” The program was PAIRS—Practical Application of Intimate Relationship Skills. While Robin was eager for solutions, Mike approached the training with some hesitation.

“I was somewhere between nervous and uncertain,” Mike said. “Robin as a therapist had many suggestions on how I could be a better partner… and the fact is she was often right, which didn’t make it easier to accept.”

The Turning Point: Learning Skills That Have Helped

To his surprise, the training brought significant change. “We were the only couple, so we volunteered to model all the tools,” Mike recalled. “For the first time, I felt like Robin really heard and respected my perspective—not necessarily agreeing with it, but understanding it came from a caring place.”

Robin agreed. “I became more aware of the ways I was undermining and contentious in my communication, my defensiveness, my need to be right, and my self-righteousness.” The training didn’t just introduce new tools; it fostered renewed respect. They eventually became Master Teachers and Trainers of PAIRS, building a life together—workshops, retreats, and over 30 years of marriage.

Maintaining Connection While Honoring Autonomy

One impactful lesson they share is how couples can maintain their individuality while staying connected.

“Everything’s a negotiation now,” Mike said. “And meeting that requires some skill and having other supportive communities.”

Robin described a visual tool called the Power Gram: “It helps couples map out areas of power and decision-making. Where do our responsibilities overlap? Where do we maintain autonomy? What decisions do we need to make together?”

Both emphasize that autonomy is not opposed to intimacy. Mutual respect and self-care are often essential components.

Turning Differences Into Opportunities

Mike and Robin are quite different. “Robin’s a founder of a local Waldorf school, very nurturing and protective. I come from a Midwestern ethos valuing self-reliance,” Mike shared.

Even small differences—like Robin being more relaxed and Mike preferring order—used to cause daily tension. “At some point I realized, Maybe this is just my role in the relationship. Maybe this is my assignment,” Mike reflected.

This mindset shift, along with simple practices like expressing daily gratitude, has become a cornerstone of their approach. “We suggest couples take a moment each day to express specific gratitude toward one another,” Mike said.

A Commitment to Continued Growth

As Robin expressed, “While relationships can feel like a complex and sometimes difficult area, with straightforward tools and the right support, navigating them becomes more manageable.”

The couple continues to share what they’ve learned—not just from theory but through lived experience. “Even our kids say, if two people as different as us can build a life together, there’s reason for hope,” Robin said.

 

Disclaimer: This article is intended for informational purposes only and does not replace professional advice. Readers experiencing relationship challenges are encouraged to seek guidance from qualified therapists or counselors.

Branding Starts Within: Jamie Schwartzman on the Impact of Emotional Alignment

The Chicago Journal Staff on June 2, 2025

By: Makayla Ross

“People are there for more than just a paycheck.”

Jamie Schwartzman, Chief Creative Strategist at Flux Branding, summarized the evolving goal of branding during his appearance on Your World of Creativity. In a conversation with host Mark Stinson, Jamie offered insights that challenge some common assumptions about brand identity—and shared what it can take to create lasting value.

For him, branding isn’t just a look. It’s a feeling. And companies that overlook this aspect may struggle to connect with the people they need most.

Branding Is About People, Not Palettes

“Brand is much more than visuals,” Jamie said. “It’s fundamentally about meaning and story.”

In his three decades leading brand strategy, Jamie has observed many companies defaulting to logos, fonts, and colors while sometimes skipping the deeper work. “People often think branding belongs only to sales and marketing,” he noted. “But brand helps shape culture. It reflects who we are and what we believe in.”

He described how branding touches every part of a business—from customers to employees to investors. “Engagement doesn’t stop with your audience,” he said. “It often starts with your own team.”

Aligning Hearts Before Launching Campaigns

One of Jamie’s recurring themes is emotional alignment. He believes companies generally become more effective when they have internal clarity.

“When their hearts and souls are in the game, that’s when you often get a highly spirited organization,” he said. “Brand is a spiritual undertaking. Not religious—just deeply rooted in human commitment.”

That’s why much of his work begins during moments of change. Whether it’s a merger, a new product, or a cultural refresh, Jamie looks for signs that something significant is shifting. “Typically, we come in when business as usual isn’t working as well as it used to,” he said.

The IDEA Method: A Strategic, Emotional Framework

To guide clients through change, Jamie uses a four-step process called the IDEA Method. It blends brand science with creative discipline. IDEA is an acronym for the four essential elements in any branding initiative:

  • Ignite is the research phase. It’s where his team uncovers the identity that already exists. “We don’t invent brands—we reveal them,” he explained. “You need a third party because you’re often too close to it. You’re drinking your own Kool-Aid.”

  • Distill is where the story takes shape. Here, language is everything. “Simplicity can be sophisticated,” Jamie said. “We might write 10,000 words just to land on the right three.”

  • Energize brings design into play—but not just for decoration. “Visuals matter because they create an emotional response,” he said. “But they need to reflect strategy, not just preference.”

  • Activate puts the brand into the real world—on websites, packaging, signage, and more. “Activate is the fourth step of the process, and that’s when we start doing things with it,” Jamie explained. This is where the work becomes visible and functional, but as he emphasized, the earlier steps build the foundation: without early alignment, the results are less likely to last.

Visuals, Memory, and Why Design Isn’t Just Aesthetic

Jamie described how visuals connect to human memory. “We’re wired to respond to novel, creative things,” he said. “Dopamine is released when we experience something creative.”

That emotional trigger helps make branding memorable—and often more effective. But it’s not just about graphics. “A brand can be expressed through a scent in a salon,” he said. “Or the sound in a waiting room. It’s about crafting experiences people remember.”

In a current project involving sustainable seafood and respected chefs, his team focused on visual language that could speak to fine dining values. “All of that has to come through in the visual language,” Jamie said. “How is this fish going to resonate with fine dining? How’s it going to resonate with chefs who focus on sustainability and quality ingredients?”

From TV Features to Tech Startups: Branding That Moves

Jamie’s work has spanned sectors and stages. He recently appeared as a branding expert on Gordon Ramsay’s Food Stars, where he helped a finalist simplify and present a complex product—3D-printed beverages. “We coached him on story and visuals,” Jamie said. “He won the grand prize, a $250,000 investment from Ramsay himself.”

Beyond TV, Jamie is currently writing a book called Brilliant and continues developing tools like his brand archetype quiz and brand blueprint consultation. “For companies willing to engage deeply, this work can feel like corporate therapy,” he said. “You come out understanding who you are—and why you matter.”

And in a world full of noise, that kind of clarity can be one of the most strategic moves a company makes.

Quokka Hub’s Approach to Productivity: It’s About Engagement, Not Just Your Tech Stack

The Chicago Journal Staff on June 2, 2025

By: Michael Franco

We have so many time-tracking apps, project management software, and AI assistants aiming to enhance efficiency at every turn. It’s easy to assume that productivity is primarily a matter of tools. But while technology has transformed how we work, it hasn’t fundamentally changed why we work or how invested we feel in the outcome. And when it comes to sustainable productivity at the organizational level, the real driver appears to be engagement rather than technology alone.

You can have the most advanced systems in place, but if people don’t feel connected to the work, progress often starts to stall. And that disconnect is becoming increasingly noticeable.

Employee engagement has declined for the second time since 2009, with productivity showing similar downward trends (Source: Gallup, 2025). This suggests a deeper issue: even as our tools improve, our connection to the work itself may be weakening.

That’s where Quokka Hub offers a different approach. Instead of adding more technology, they focus on what seems to more strongly influence performance: clarity, alignment, and cultures built on trust. Because lasting productivity tends not to stem from simply tracking time, but from people who feel seen, supported, and genuinely invested.

Activity Does Not Necessarily Mean Impact

Companies have always and will likely continue to seek increases in productivity. Without engaged people, it can become just motion without momentum. When engagement is low, work may still get done, but it often lacks energy, creativity, and forward momentum. Employees complete tasks, but they rarely exceed expectations. Ideas get recycled. Innovation slows. And gradually, the organization may begin to plateau.

What’s missing isn’t effort—it’s often emotional investment.

Engaged employees tend to think critically, challenge assumptions, and bring forward ideas that can shift the business. Invested employees may have a stronger ability to improve how tools are used. And that represents a significant difference.

That’s also why organizations focusing solely on KPIs or outputs can sometimes overlook early warning signs. If teams are meeting deadlines but few are asking questions, pushing boundaries, or spotting risks, then engagement may already be declining beneath the surface.

The Role of Purpose in Performance

Employee engagement is complex, but at its core lies one influential element: purpose. When individuals see how their role fits into a larger vision, one that they find meaningful, they tend to do more than just show up. They contribute. They invest. They care.

This doesn’t mean every employee needs to find their life’s calling at work. But they do need to feel that what they’re doing matters and that their efforts have a tangible impact. Leaders who connect the dots between individual contributions and company outcomes often create environments where productivity is driven by pride and ownership.

Employees seem to be craving meaning more than ever. Hybrid and remote work have disrupted traditional office dynamics. In the absence of casual interactions or in-person energy, companies likely need to be even more intentional about reinforcing purpose. Storytelling, values-based recognition, and visibility into strategic priorities have moved beyond “nice to haves” to become important engagement drivers.

Quokka Hub’s Approach to Productivity: It’s About Engagement, Not Just Your Tech Stack

Photo: Unsplash.com

When “Good Enough” Is Often the Goal

There’s a difference between doing your job and doing it well. Most employees are not trying to do a bad job. But when engagement is low, many aim for the bar, not beyond it. They do what’s expected, and no more. In contrast, highly engaged teams frequently raise the bar for themselves. They find ways to improve processes, strengthen collaboration, or deliver something better than originally scoped. This often stems not from directives but from genuine motivation.

It’s the difference between “have to” and “want to.” Over time, that mindset gap can show up in many ways—from output quality to customer satisfaction to revenue growth.

Organizations that focus only on performance metrics may inadvertently create a system that favors compliance over creativity and discretionary effort. Those that prioritize both performance and engagement tend to foster craftsmanship, ownership, and the kind of discretionary effort that can turn a good idea into a competitive advantage.

How Employee Engagement Really Works

For decades, companies have tried to boost employee engagement with perks: free lunches, office ping-pong tables, casual Fridays. But that’s not what many employees, especially younger generations, are seeking. They often want clarity, autonomy, development opportunities, trust, and a workplace culture that truly values their contributions.

Engagement tends to be built through strategic employee experience, intentional leadership, and consistent communication. It’s reinforced through onboarding, team rhythms, performance conversations, and the way companies respond to feedback. When done well, it becomes embedded in the company’s operating system.

Think of engagement not as a “program” but as a cross-functional strategy—one that touches people, process, and culture. It’s not the sole responsibility of HR. High-performing organizations are increasingly incorporating engagement into leadership KPIs, team health metrics, and even product feedback loops. Because teams that feel engaged tend to do better work, collaborate more effectively, adapt faster, and remain with the company longer.

Companies like Quokka Hub are supporting organizations to move beyond surface-level perks and generic surveys by combining practical tools with people-first strategies. Their approach focuses on improving engagement by understanding what truly motivates it.

Quokka Hub’s Approach to Productivity: It’s About Engagement, Not Just Your Tech Stack

Photo: Unsplash.com

Where We Go From Here

With AI acceleration and economic uncertainty, leaders might be inclined to prioritize efficiency over engagement. However, this could be a strategy with limitations. Teams may shrink and tools may improve, but the human element in the workplace remains essential. The companies likely to thrive are those that recognize engagement as a foundation for performance. They invest in trust, alignment, and purpose. In doing so, they may unlock not just productivity, but greater potential.

Tomorrow’s high-growth organizations may not only be the ones that automate the fastest, but also those that amplify the greatest strengths of what humans bring to the table: curiosity, empathy, and ingenuity. Employee engagement is an important foundation in the evolving future of work.